TDC Agenda 02/24/2020COLLIER COUNTY
Tourist Development Council
AGENDA
February 24, 2020
9:00 AM
Board of County Commission Chambers
Collier County Government Center
3299 Tamiami Trail East, 3rd Floor
Naples, FL 34112
Commissioner Andy Solis, Chair
Clark Hill, Vice-Chair
Susan Becker
Amanda Cox
Nancy Kerns
Kathleen Brock
Edward (Ski) Olesky
Councilor Victor Rios
Councilwoman Michelle McLeod
All interested parties are invited to attend, and to register to speak and to submit their objections, if
any, in writing, to the Council prior to the meeting if applicable. For more information, please
contact Jack Wert at (239) 252-2402. If you are a person with a disability who needs any
accommodation in order to participate in this proceeding, you are entitled, at no cost to you, to the
provision of certain assistance. Please contact the Collier County Facilities Management Department
located at 3335 Tamiami Trail East, Suite 101, Naples, FL 34112-5356, (239) 252-8380. Public
comments will be limited to 3 minutes unless the Chairman grants permission for additional time.
Collier County Ordinance No. 99-22 requires that all lobbyists shall, before engaging in any lobbying
activities (including, but not limited to, addressing the Board of County Commissioners before the
Board of County Commissioners and its advisory boards, register with the Clerk to the Board at the
Board Minutes and Records Department.
February 2020
Collier County Tourist Development Council Page 2 Printed 2/19/2020
1. Call to Order
2. Pledge of Allegiance
3. Roll Call
4. Agenda and Minutes
A. Changes and Approval of Today's Agenda
B. Approval of prior TDC Meeting Minutes
1. January 27, 2020 TDC Meeting Minutes
5. Presentations
A. Short Term Vacation Rental Legislative Update
6. Consent Agenda - All Matters listed under this agenda item are considered to be routine and action
will be taken by one motion without separate discussion of each item. If discussion is desired by a
member of the Council, that item will be moved from the Consent Agenda and considered
separately under New Business or Old Business.
A. Coastal Zone Management
B. Beach Park Facilities
C. Tourism Division
7. New Business
A. Recommendation to approve First Draft of the Arts & Culture Strategic Plan and make a
finding that this action promotes tourism.
B. Recommendation that the Tourist Development Council approve the second amendment to
Professional Service Agreement # 18-7404, Collier County Sports Complex Marketing and
Support, to Sports Fields, Inc., for management, operation, advertising and marketing of
the Paradise Coast Sports and Special Events Complex, and make a finding that this item
promotes tourism.
C. Recommend approval of Tourist Development Tax funding to support the USGA Women’s
Amateur Four- Ball Championship, April 25-29, 2020 up $20,250 and make a finding that
these expenditures promote tourism.
8. Old Business
February 2020
Collier County Tourist Development Council Page 3 Printed 2/19/2020
A. Sunshine Law for Advisory Boards - Information Only
9. Council Member Discussion
10. Marketing Partner Reports
A. Marketing Partner Reports
11. Tourism Staff Reports
A. Tourism Staff Reports
12. Detailed Staff Reports
13. Next Scheduled Meeting
A. Next Meeting Date - March 23, 2020
14. Adjournment
02/24/2020
COLLIER COUNTY
Collier County Tourist Development Council
Item Number: 4.B.1
Item Summary: January 27, 2020 TDC Meeting Minutes
Meeting Date: 02/24/2020
Prepared by:
Title: Tourist Development Tax Coordinator – Tourism
Name: Kelly Green
02/12/2020 7:55 AM
Submitted by:
Title: Division Director – Tourism
Name: Jack Wert
02/12/2020 7:55 AM
Approved By:
Review:
Tourism Kelly Green Tourism Division Completed 02/12/2020 7:55 AM
Tourism Jack Wert Director Completed 02/12/2020 8:59 AM
Corporate Business Operations Sean Callahan Executive Director Completed 02/14/2020 12:14 PM
County Attorney's Office Colleen Greene Attorney Review Completed 02/14/2020 4:45 PM
Tourist Development Council Jack Wert Meeting Pending 02/24/2020 9:00 AM
4.B.1
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January 27, 2020
1
MINUTES OF THE COLLIER COUNTY TOURIST DEVELOPMENT
COUNCIL MEETING
Naples, Florida, January 27, 2020
LET IT BE REMEMBERED the Collier County Tourist Development Council in and for
the County of Collier, having conducted business herein, met on this date at 9:00 A.M. in
REGULAR SESSION in Building “F” of the Government Complex, Naples, Florida
with the Following members present:
Chairman: Commissioner Andy Solis
Vice Chairman: Clark Hill
Victor Rios
Susan Becker
Kathleen Brock
Ed (Ski) Olesky
Amanda Cox
Michelle McLeod
Nancy Kerns
ALSO PRESENT: Jack Wert, Tourism Director
Gary McAlpin, Manager, Coastal Zone Management
Colleen Greene, Assistant County Attorney
Kelly Green, Tourist Development Tax Coordinator
4.B.1.a
Packet Pg. 5 Attachment: January 27 (11672 : January 27, 2020 TDC Meeting Minutes)
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Any persons in need of the verbatim record of the meeting may request a copy of the video recording
from the Collier County Communications and Customer Relations Department or view online.
1. Call to Order – Commissioner Solis
Commissioner Solis called the meeting to order at 9:00 A.M.
2. Pledge of Allegiance
Pledge of Allegiance was recited.
3. Roll Call
A quorum was established.
Election of Vice Chairman
Ms. Becker moved to appoint Clark Hill as Vice Chairman of the Tourist Development Council.
Second by Ms. McLeod. Carried unanimously 8 – 0.
4. Agenda and Minutes
A. Changes and Approval of Today’s Agenda
Mr. Rios moved to approve the Agenda subject to removing Item 6.A.1 from the Consent Agenda
and hearing it under 7.A. Second by Ms. Becker. Carried unanimously 8 – 0.
B. Approval of prior TDC Meeting Minutes
1. Regular Meeting November 25, 2019
Ms. Becker moved to approve the minutes of the November 25, 2019 meeting as presented.
Second by Ms. Kerns. Carried unanimously 8 – 0.
5. Presentations/Public Comment - (3 minutes each)
None
6. Consent Agenda
All matters listed under this agenda item are considered to be routine and action will be taken by one
motion without separate discussion of each item. If discussion is desired by a member of the Council,
that item(s) will be moved from the Consent Agenda and considered separately under New Business or
Old Business.
A. Coastal Zone Management
Moved to and heard under Item #7A
1. Recommendation to approve proposal dated December 10, 2019 from Humiston & Moore
Engineers for Collier County Beaches and Inlets Annual Monitoring for 2020 under
Contract No. 15-6382, authorize the Chairman to execute the work order for a not to
exceed amount of $226,920.50 and makes a finding that this expenditure promotes tourism,
2. Recommendation to approve a professional services Work Order with APTIM
Environmental and Infrastructure, Inc. for a not to exceed cost of $44,202.60 under
Contract No. 15-6382 to support Phase II of the Collier County Hurricane and Storm
Damage Reduction (HSDR) Feasibility Study performed by the United States Army Corps
of Engineers, approve all Budget Amendments and make a finding that this item promotes
tourism (Project 80366)
4.B.1.a
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3. Recommendation to approve Amendment No. 2 to Contract No. 14C01 with the Florida
Department of Environmental Protection (FDEP) Bureau of Beaches and Coastal Systems
Beach Management Funding Assistance Program for Collier County state approved work
and make a finding that this item promotes tourism.
B. Beach Park Facilities
None
C. Tourism Division
None
Mr. Rios moved to recommend the Board of County Commissioners approve the items listed on
the Consent Agenda and finds the items promote tourism. Second by Ms. McLeod. Carried
unanimously 8 – 0.
Mr. Olesky arrived at 9:08 a.m.
7. New Business
A. Recommendation to approve proposal dated December 10, 2019 from Humiston & Moore
Engineers for Collier County Beaches and Inlets Annual Monitoring for 2020 under Contract
No. 15-6382, authorize the Chairman to execute the work order for a not to exceed amount of
$226,920.50 and makes a finding that this expenditure promotes tourism,
Ms. McLeod requested Mr. McAlpin provide an overview of the status of the beach area south of
Doctors Pass as residents in the area have voiced concerns over the condition of the beach.
Mr. McAlpin noted:
• The scope of work includes monitoring to determine any sand needed to be placed in this
area during the 2020 beach renourishment project.
• In 2017 and 2018 Doctor’s Pass was dredged and erosion control structures were installed on
the south side of the Pass.
• The volume of sand to be placed in the area was reduced by approximately 50 percent (to
20,000 cubic yards) due to concerns raised by the Conservancy of Southwest Florida and
turtle nests.
• All parties interested in beach renourishment should be aware the purpose of the work is to
protect damage to upland structures and there are no buildings in any type of danger at this
point in time.
• There is an issue with pelicans frequenting the area and jetties, which is causing an odor in
the area at times, and the accumulation of seaweed.
• These events may be an abnormality and no measures need to be taken at this time as water
quality testing in the area has determined there is no health hazard associated with the
seaweed or birds.
• Future investigation will occur on the effectiveness of the jetties to determine if any measures
need to be taken to allow a certain volume of sand to bypass the structures.
Mr. Rios moved to recommend the Board of County Commissioners approve proposal dated
December 10, 2019 from Humiston & Moore Engineers for Collier County Beaches and Inlets
Annual Monitoring for 2020 under Contract No. 15-6382, authorize the Chairman to execute the
work order for a not to exceed amount of $226,920.50 and finds the expenditure promotes
tourism. Second by Ms. McLeod. Carried unanimously 9 – 0.
4.B.1.a
Packet Pg. 7 Attachment: January 27 (11672 : January 27, 2020 TDC Meeting Minutes)
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B. Recommendation to use Tourist Development Tax Promotion Funds to support the upcoming
April 2020 Sports Tourism Events including the Alligator Alley Baseball Tournament up to
$6,750 and the Naples BMX State Race up to $6,000 and make a finding that these
expenditures promote tourism.
Mr. Wert presented the above referenced Executive Summary noting the events proposed for
funding are the Alligator Alley Baseball Tournament to be held April 3 – 5, 2020 at North Collier
Regional Park, Veterans Park and Golden Gate Park for youth boys ages 7 – 16 ($6,750) and the
Naples BMX State Race to be held April 3 – 5 at Golden Gate Community Park for male and female
riders 2 – 70 years old ($6,000).
Mr. Rios moved to recommend the Board of County Commissioners use Tourist Development Tax
Promotion Funds to support the upcoming April 2020 Sports Tourism Events including the
Alligator Alley Baseball Tournament, up to $6,750, and the Naples BMX State Race up to $6,000
and finds the expenditure promotes tourism. Second by Mr. Hill.
The Council requested Staff to notify them of the funds dedicated to advertising for the Naples
BMX event.
Motion carried unanimously 9 – 0.
C. Recommendation to authorize expenditures through an Exemption from the Competitive
Process to J.W. Marriott Marco Island for tourism promotional expenses up to $100,500 per
year for a three-year period and to make a finding that this expenditure promotes tourism.
Mr. Wert presented the above referenced Executive Summary noting:
Ms. Cox reported she was abstaining and would file the necessary forms for excusing herself from
voting on the item.
Mr. Wert reported:
• The Convention and Visitors Bureau (CVB) has a program in place to assist area hotels with
promotional expenses.
• The current exemption from the competitive process for the expenditures is $49,000 and the
amount has been met for the J.W. Marriot.
• Staff is requesting the expenditures be increased to an annual amount not to exceed $100,500
for 3 years to continue their participation in the program.
• The funds are used for items such as food and beverage for visiting journalists, group
meeting incentives, audio visual equipment rental, welcoming parties, etc.
• The program is not solely related to the J.W. Marriot, as the funds are available for use by all
hotels that qualify.
Mr. Rios moved to recommend the Board of County Commissioners authorize expenditures
through an Exemption from the Competitive Process to J.W. Marriott Marco Island for tourism
promotional expenses up to $100,500 per year for a three-year period and finds the expenditure
promotes tourism. Second by Ms Kerns.
The Council sought clarification on the program including the amount of funds historically spent and
for what uses.
The Council requested Staff to provide:
4.B.1.a
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1. A report on the expenditures for past events qualified under the program – Staff noted the
information may be proprietary to the hotels, however it may be feasible to provide an annual
summary of the total monies spent for the program. The County Attorney’s Office will review the
request and determine what may be made available as public information.
2. An analysis of similar programs provided by the CVB’s competitors in their marketplace.
Motion carried unanimously 8 – 0. Ms. Cox abstained.
D. Recommendation to authorize expenditures through an Exemption from the Competitive
Process to Visit Florida for destination marketing programs for a three-year period in the
amount of $125,000 per year and to make a finding that these expenditures promote tourism.
Mr. Wert presented the above referenced Executive Summary.
Mr. Rios moved to recommend the Board of County Commissioners authorize expenditures
through an Exemption from the Competitive Process to Visit Florida for destination marketing
programs for a three-year period in the amount of $125,000 per year and finds the expenditure
promotes tourism. Second by Ms. Kerns. Carried unanimously 9 – 0.
E. Recommendation to approve the First Amendment, additional funding up to $50,000, and
authorize payment of freight for fulfillment services to Contract No. 18-7281R Tourism
Fulfillment and Call Center Services and make a finding that this expenditure promotes
tourism.
Mr. Wert presented the above referenced Executive Summary noting:
• The fund fulfillment services and freight costs were omitted from the original contract
executed by the County with Faneuil for the “Tourism Fulfillment and Call Center Services
Agreement.”
• Based on historical data, Staff estimates the cost for the service at $50,000.
• The expenses for the subcontracted vendor are a “pass thru” cost for Faneiul and the call
center associated with the contract is located in Orlando.
• There is still demand for printed materials, however Staff continues to monitor the
expenditures to determine if any changes should be made to the activity.
Mr. Rios moved to recommend the Board of County Commissioners approve the First
Amendment, additional funding up to $50,000, and authorize payment of freight for fulfillment
services to Contract No. 18-7281R Tourism Fulfillment and Call Center Services and finds the
expenditure promotes tourism. Second by Ms. Cox. Carried unanimously 9 – 0.
8. Old Business
None
9. Council Member Discussion
Mr. Rios reported the “Wall that Heals” (a traveling replica of the Vietnam Memorial) will be on
display on Marco Island from February 22nd – 24th. The exhibit will be available for view 2 hours a
day during the time period and is the only location it will be displayed in Florida.
Mr. Olesky noted the County should continue to monitor competition for Pickleball events as other
areas in the region are developing facilities to host events.
Ms. Kerns noted the Cultural Survey is available which is designed to provide input on the Strategic
Plan.
4.B.1.a
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Ms. Cox queried if there is any interest for a report on measures being taken by Regional Southwest
Airport (RSW) to market the area and the Tourist Development Council should consider providing input
on the activity. – Staff noted it may be beneficial to request a presentation by the RSW marketing team
with the Council noting a workshop should be convened to facilitate any presentations.
Ms. Brock announced there will be a Grand Opening celebration for the Visitors Center in Everglades
City on February 1st. The Everglades Seafood Festival will be held on February 7th – 9th
Ms. Becker noted the United States is in 3rd place for visitation globally, behind France and Spain with
Staff noting Brand USA was reauthorized by Congress.
Commissioner Solis left the meeting at 10:00 a.m.
Mr. Hill assumed the Chair.
10. Marketing Partner Reports
These reports (Marketing Partner Reports - Research Data Services, Paradise Advertising & Marketing,
Inc., LHG (Lou Hammond Group), Collier County Tourist Tax Collections, Miles Partners - Website
Activity, Digital & Social Media- Paradise Advertising, Book Direct, County Museums) are provided to
TDC members on the digital link above to the County website. The Research Data Services report will
be presented on a monthly basis, and the other reports will be presented at TDC meetings on an as
needed basis. TDC members may request a presentation by the Marketing Partner representative or by
Tourism staff at each TDC meeting.
A. Research Data Services – Anne Latine
“Klages Research & Research Data Services, Inc. - Research Report”
The Council requested:
• An analysis be provided on the categories for the 10,000 rooms available in the County
(hotel, motel, vacation rental, etc.) and if possible segregate the data by area.
• Consideration be given to providing advertising for the destination at the Miami
International Airport given a certain number of tourists visiting the area deplane at the
facility.
B. Paradise Advertising – Barbara Caruso and Cindy Murrieta
The Council requested Staff to provide any data available for year over year visitation to the area
from the Chicago market.
C. Lou Hammond Group – Jack Wert
D. Collier County Tourist Tax Collections – Jack Wert
E. Miles Partners – Website Activity – Jack Wert
F. Digital & Social Media- Paradise Advertising and Zebra Brazil – Jack Wert
G. County Museums – Amanda Townsend
11.Tourism Staff Reports
Mr. Wert provided the activity reports as necessary (Tourism Staff Reports - Director, Group Sales,
Leisure & Travel Trade Sales, Special Markets, Sports Marketing, Public Relations & Communications,
Film Office, International Representatives, Visitor Centers) are provided to TDC members on a digital
4.B.1.a
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link to the County website and will be presented to the TDC on an as needed basis. TDC members
may request a presentation by Tourism staff members at each TDC meeting.
A. Director
B. Group Sales
C. Leisure and Travel Trade Sales
D. Sports Marketing
E. Public Relations & Communications
F. Film Office
G. International Representatives
H. Visitor Centers
12. Detailed Staff Reports
A. Detailed Staff Reports
Submitted
13. Next Scheduled Meeting Date/Location – February 24, 2020 – 9:00 a.m.
Collier County Government Center, Administration Bldg. F, 3rd Floor,
3299 East Tamiami Trail, Naples, Florida 34112
There being no further business for the good of the County, the meeting was adjourned by order
of the chair at 11:28 A.M.
COLLIER COUNTY TOURIST DEVELOPMENT COUNCIL
______________________________________________________
Chairman, Commissioner Andy Solis
These minutes approved by the Board/Committee on _________________ as presented________ or as
amended ___________.
4.B.1.a
Packet Pg. 11 Attachment: January 27 (11672 : January 27, 2020 TDC Meeting Minutes)
02/24/2020
COLLIER COUNTY
Collier County Tourist Development Council
Item Number: 5.A
Item Summary: Short Term Vacation Rental Legislative Update
Meeting Date: 02/24/2020
Prepared by:
Title: Tourist Development Tax Coordinator – Tourism
Name: Kelly Green
02/12/2020 8:37 AM
Submitted by:
Title: Division Director – Tourism
Name: Jack Wert
02/12/2020 8:37 AM
Approved By:
Review:
Tourism Kelly Green Tourism Division Completed 02/12/2020 8:37 AM
Tourism Jack Wert Director Completed 02/12/2020 8:55 AM
Corporate Business Operations Sean Callahan Executive Director Completed 02/14/2020 12:14 PM
County Attorney's Office Colleen Greene Attorney Review Completed 02/14/2020 4:43 PM
Tourist Development Council Jack Wert Meeting Pending 02/24/2020 9:00 AM
5.A
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02/24/2020
EXECUTIVE SUMMARY
Recommendation to approve First Draft of the Arts & Culture Strategic Plan and make a finding
that this action promotes tourism.
_____________________________________________________________________________________
OBJECTIVE: Review and recommendation for approval of First Draft of the Long-Range Plan for Arts
and Culture in Collier County.
CONSIDERATIONS: Collier County selected and subsequently entered into an Agreement with
Cultural Planning Group, LLC (CPG) on May 14, 2019 through a County Procurement Division RFP
process to develop and produce a Strategic Plan for Arts & Culture in Collier County. Cultural Planning
Group has since conducted extensive research and facilitated numerous community meetings and user
group forums throughout Collier County over the past 10 months. CPG has further prepared a first draft
of that Strategic Plan and reviewed that draft with the Arts & Culture Task Force chaired by Laura Burns
with United Arts Council of Collier County and conducted another public forum to gather final comments
from the public and arts and culture user groups.
The draft Strategic Plan is now ready for Tourist Development Council (TDC) review and
recommendation to the County Commission. We have built in an added review by the TDC if needed in
March 2020 before presentation to the BCC in April.
The Power Point presentation that accompanies this Executive Summary has been created for easier
review by the TDC members, as the actual plan and research is quite lengthy. CPG staff and County staff
will present the highlights of this Arts and Culture Strategic plan at the February 24 TDC meeting.
FISCAL IMPACT: To date $50,000 in Tourist Development Tax (TDT) revenue has been invested in
the development of this plan. The balance of the funding for this plan development has been provided by
private sector donations from the Community Foundation of Collier County and Artis-Naples. It is not
known at this time the future amount to be contributed using TDT revenue.
GROWTH MANAGEMENT IMPACT: There is no impact to the Growth Management Plan with this
Executive Summary.
LEGAL CONSIDERATION: This item is approved as to form and legality and requires majority vote
for approval. - CMG
RECOMMENDATION: To approve First Draft of the Arts & Culture Strategic Plan and make a
finding that this action promotes tourism.
Prepared by: Jack Wert, Tourism Director
ATTACHMENT(S)
1. TDC ACSP Presentation (PDF)
7.A
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02/24/2020
COLLIER COUNTY
Collier County Tourist Development Council
Item Number: 7.A
Doc ID: 11690
Item Summary: Recommendation to approve First Draft of the Arts & Culture Strategic Plan and
make a finding that this action promotes tourism.
Meeting Date: 02/24/2020
Prepared by:
Title: Tourist Development Tax Coordinator – Tourism
Name: Kelly Green
02/13/2020 10:52 AM
Submitted by:
Title: Division Director – Tourism
Name: Jack Wert
02/13/2020 10:52 AM
Approved By:
Review:
Tourism Kelly Green Tourism Division Completed 02/13/2020 10:52 AM
Tourism Jack Wert Director Completed 02/13/2020 11:18 AM
Corporate Business Operations Sean Callahan Executive Director Completed 02/14/2020 12:15 PM
County Attorney's Office Colleen Greene Attorney Review Completed 02/14/2020 4:45 PM
Tourist Development Council Jack Wert Meeting Pending 02/24/2020 9:00 AM
7.A
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A CULTURAL PARADISE:
Celebrating Creativity in Collier County
7.A.1
Packet Pg. 15 Attachment: TDC ACSP Presentation (11690 : Arts and
OUR
AGENDA
Genesis of the Plan
Plan Overview
Next Steps
7.A.1
Packet Pg. 16 Attachment: TDC ACSP Presentation (11690 : Arts and
GENESIS OF THE PLAN
Why this plan?
Why now?
7.A.1
Packet Pg. 17 Attachment: TDC ACSP Presentation (11690 : Arts and
ARTS AND ECONOMIC PROSPERITY STUDY7.A.1
Packet Pg. 18 Attachment: TDC ACSP Presentation (11690 : Arts and
THE CREATIVE ECONOMY OF
COLLIER COUNTY
OccupationsIndustries
9,245 jobs
$681 million earnings
$1.7 billion industry sales
Top 5 Creative Industries
•Culinary (restaurants)
•Software publishing
•Individual
artists/writers/performers
•Promoters (performing arts/sports/
events)
•Internet publishing
7.A.1
Packet Pg. 19 Attachment: TDC ACSP Presentation (11690 : Arts and
FOSTERING THE CREATIVE ECONOMY AND
CULTURAL TOURISM
7.A.1
Packet Pg. 20 Attachment: TDC ACSP Presentation (11690 : Arts and
PLAN OVERVIEW
The Foundation
7.A.1
Packet Pg. 21 Attachment: TDC ACSP Presentation (11690 : Arts and
PURPOSE OF PLAN
Elevate Collier as an arts and cultural
destination (for visitors)
Celebrate, support and build local
arts and culture (for residents)
7.A.1
Packet Pg. 22 Attachment: TDC ACSP Presentation (11690 : Arts and
PLAN FOUNDATION:
BY AND FOR THE COMMUNITY
Six engagement site visits
14 days in Collier County
Four Task Force meetings
Eight topic group meetings
Six community forums
35 individual stakeholder interviews
Five area tours
Survey of nonprofit arts and cultural
organizations
Community survey
Creative economy analysis
Market demand analysis
Cultural asset inventory
Performing arts venue benchmarking
study
7.A.1
Packet Pg. 23 Attachment: TDC ACSP Presentation (11690 : Arts and
STRONG MARKET FOR ARTS AND
CULTURE AND CROSS-OVER ACTIVITIES
Opportunities to cross-promote the arts with eco-tourism, culinary, sports, and other sectors
Abundance of historical, heritage and authentic local experiences although underutilized
within local audience development and cultural tourism marketing investments
Arts Consumers
700,000 potential customers within an hour’s drive
1.6+ million within three hours’ drive
600,000 potential day-trippers
7.A.1
Packet Pg. 24 Attachment: TDC ACSP Presentation (11690 : Arts and
IMPLEMENTATION READY
Target audiences identified for “everyday,” “special occasion,” “daytrip,” and overnights
Prioritized target markets by arts demand “high,” “moderate,” “low”
Arts programming and cross-over (culture plus) opportunities identified and described for
target audiences by type and cost threshold
Media and messaging identified for target audiences
Data Synthesis
Mosaic USA, Experian
Esri
SMRB
TouchPoint
ScanUS, Census Updates
7.A.1
Packet Pg. 25 Attachment: TDC ACSP Presentation (11690 : Arts and
POSITIONED FOR SUCCESS
Exceptional destination tourism marketing operation (CVB and TDC)
Spirit and will to seize cultural tourism opportunities
Invigorated arts sector seeking collaborative opportunities
Partners in Leadership with the County
Nonprofit arts and culture
Arts and creative industries
Business community
Community foundation
Higher education
7.A.1
Packet Pg. 26 Attachment: TDC ACSP Presentation (11690 : Arts and
PLAN OVERVIEW
Vision ~ Goals ~ Strategies
7.A.1
Packet Pg. 27 Attachment: TDC ACSP Presentation (11690 : Arts and
7.A.1
Packet Pg. 28 Attachment: TDC ACSP Presentation (11690 : Arts and
5 GOALS
5-7 YEARS
TRACKING
SUCCESS
7.A.1
Packet Pg. 29 Attachment: TDC ACSP Presentation (11690 : Arts and
BUILD A FOUNDATION FOR CULTURAL
TOURISM AND CULTURAL DEVELOPMENT.
1
Strategy 1.1: Establish arts and culture representation on the
Collier County Tourist Development Council.
Include at least one representative of Collier’s professional arts
community with strong qualifications in arts leadership, arts management,
and local credibility, to represent the interests of the arts and cultural
community in tourism matters (Article VIII, Division 10, Tourist
Development Council, Section 2-988, Composition of membership,
subsection 4).
7.A.1
Packet Pg. 30 Attachment: TDC ACSP Presentation (11690 : Arts and
BUILD A FOUNDATION FOR CULTURAL
TOURISM AND CULTURAL DEVELOPMENT.
1
Strategy 1.2: Designate lead organizations in Collier County
for arts and culture.
Assign the Naples, Marco Island, Everglades Convention and
Visitors Bureau (CVB) as the agency for cultural tourism, housed
under the County Manager’s Office.
Assign the State of Florida designated Local Arts Agency as the
County’s official cultural agency, which is currently the United Arts
Council of Collier County (UAC).
7.A.1
Packet Pg. 31 Attachment: TDC ACSP Presentation (11690 : Arts and
BUILD A FOUNDATION FOR CULTURAL
TOURISM AND CULTURAL DEVELOPMENT.
1 Strategy 1.3: Update the Tourism Development Council
(TDC) grant program guidelines to encourage more cultural
programs designed to attract tourists and market cultural
programs to visitors from out of the county.
Strategy 1.4: Enhance current metrics and systems for
tracking a baseline and trends regarding cultural tourists and
their economic and fiscal impacts on the County.
7.A.1
Packet Pg. 32 Attachment: TDC ACSP Presentation (11690 : Arts and
BUILD A FOUNDATION FOR CULTURAL
TOURISM AND CULTURAL DEVELOPMENT.
1 Strategy 1.5: Develop and maintain standards of artistic and
creative excellence throughout implementation of this plan.
Strategy 1.6: Remove barriers to inclusive cross-cultural,
cross-geographic Collier County cultural experiences.
7.A.1
Packet Pg. 33 Attachment: TDC ACSP Presentation (11690 : Arts and
ESTABLISH ALL OF COLLIER COUNTY AS
A CULTURAL DESTINATION.
2
Strategy 2.1 : Identify, develop, and promote unique and
distinctive arts and cultural experiences throughout the
county.
Strategy 2.2 : Enhance and expand the current development
of cross-over experiences connecting arts experiences with
other cultural and creative sectors.
Strategy 2.3: Connect the unique cultures of Collier through
communitywide events.
Strategy 2.4: Create and enhance vibrant arts and cultural
hubs throughout the County.
7.A.1
Packet Pg. 34 Attachment: TDC ACSP Presentation (11690 : Arts and
BROADEN AND DIVERSIFY THE VISITOR
BASE THROUGH CULTURAL TOURISM.
3
Strategy 3.1: Market Collier County as a unique art and
cultural destination to discrete target markets outside of the
county within a three-hour drive.
Strategy 3.2: Expand group business by connecting with
national, regional, and state arts and cultural membership
organizations that host conferences and network meetings.
Strategy 3.3: Enhance current marketing principles to target
and welcome diverse populations to visit Collier County.
7.A.1
Packet Pg. 35 Attachment: TDC ACSP Presentation (11690 : Arts and
ENHANCE THE CULTURAL VITALITY OF
COLLIER COUNTY FOR RESIDENTS AND
LOCAL BUSINESSES.
4
Strategy 4.1 : Augment current marketing to promote and market
Collier County’s arts and cultural experiences to residents.
Strategy 4.2 : Expand the existing Collier Creative Forum led by the
State Designated Local Arts Agency, the United Arts Council, to serve as
a cross-sector forum of art, cultural and creative businesses,
educational leaders, health and wellness leaders, residents, and other
stakeholders.
Strategy 4.3 : Support the capacity building and cooperative
development of local nonprofit arts and cultural organizations.
7.A.1
Packet Pg. 36 Attachment: TDC ACSP Presentation (11690 : Arts and
ENHANCE THE CULTURAL VITALITY OF
COLLIER COUNTY FOR RESIDENTS AND
LOCAL BUSINESSES.
4
Strategy 4.4: Support the development of cultural facilities that address
identified community needs for performing, exhibition, rehearsal, and
educational spaces.
Strategy 4.5: Develop arts and cultural programs and activities
reflecting the interests of all residents.
Strategy 4.6: Develop and promote arts and health programming,
including mental health, through partnerships connecting arts and
cultural organizations and artists with health agencies and medical
facilities.
7.A.1
Packet Pg. 37 Attachment: TDC ACSP Presentation (11690 : Arts and
PROVIDE THE NECESSARY PUBLIC AND
PRIVATE RESOURCES FOR ARTS AND
CULTURE.
5
Cultural Tourism Funding: Allocate TDC funds for the tourism-related
strategies in this plan.
Public/Private Cultural Trust Fund for the Arts: Establish a Cultural
Trust Fund to leverage both public and private dollars in funding
collaborative endeavors
Contract for Services: Create a County contract for services with the
State designated Local Arts Agency which is currently the United Arts
Council (UAC)
Potential Partner Resources: Seek additional financial and in-kind
resources from partners for specific strategies within the plan
7.A.1
Packet Pg. 38 Attachment: TDC ACSP Presentation (11690 : Arts and
WHERE DO WE START?
Plan Implementation
7.A.1
Packet Pg. 39 Attachment: TDC ACSP Presentation (11690 : Arts and
7.A.1
Packet Pg. 40 Attachment: TDC ACSP Presentation (11690 : Arts and
ENSURING SUCCESS
The Importance of Creative Excellence
Through the implementation of this plan, it is imperative standards of
excellence are developed and observed for the strategies and actions.
Leadership and Partnerships
The plan will provide opportunities for public-private partnerships.
Cultural Tourism: Metrics and Data Collection
Expand on CVB’s comprehensive visitor research to track economic
impact of cultural tourist spending and arts-driven visit intention
Community Arts and Cultural Development: Measuring Success
Determine indicators of success and enhance current data collection,
e.g., AEP6, CVI.
7.A.1
Packet Pg. 41 Attachment: TDC ACSP Presentation (11690 : Arts and
DISCUSSION AND NEXT STEPS
7.A.1
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02/24/2020
EXECUTIVE SUMMARY
Recommendation that the Tourist Development Council approve the second amendment to
Professional Service Agreement # 18-7404, Collier County Sports Complex Marketing and Support,
to Sports Fields, Inc., for management, operation, advertising and marketing of the Paradise Coast
Sports and Special Events Complex, and make a finding that this item promotes tourism.
OBJECTIVE: To begin full management, operation, advertising, and marketing services from Sports
Fields, Inc. for the Paradise Coast Sports and Special Events Complex.
CONSIDERATIONS: Sports Fields, Inc. (SFI) has performed services under Professional Services
Agreement #18-7404, that was awarded on October 23, 2018. The Phase I Scope of Services for SFI
included consulting and assistance during the design and construction of the complex. In consultation
with SFI, staff split Phase II be into two (2) sub-phases.
SFI is currently operating under Phase II-A of the contract which was approved by the Board on
September 10, 2019. Phase II-A comprises the operational startup of the facility, to include marketing,
advertising, and partial equipping and staffing of the complex up to commencement of operations. This
phased approach allowed staff to time the transition from a predomina ntly marketing, consulting, and
start-up operation to a full management contract based on a negotiated operating agreement that meets the
actual date of completion of the complex.
The Second Amendment to the Agreement will start Phase II-B on May 1, 2020 and run through
September 30, 2026.
Staff’s approach to contracting was to separate the fixed costs of operating the facility from those that are
more closely associated with the programming of the complex. In doing so, a transparent revenue model
was created to incentivize SFI to drive programming to the complex while minimizing their costs, and
allowing the County to capture shares of the revenue streams associated with sports development and
programming that are typically unavailable through existing promotional and concessionaire agreements.
In many similar complexes, a contract operator is compensated through a fixed fee and some percentage
of sales. Through this contract, a guaranteed management fee is phased out rapidly over the first full five
years of the contract to transition to a compensation structure that is wholly based on incentivized
performance of the Contractor:
Contract Year Management Fee Reduction YoY
FY 21 $ 350,000
FY 22 $ 245,000 -30%
FY 23 $ 171,500 -30%
FY 24 $ 120,050 -30%
FY 25 $ 60,025 -50%
FY 26 $ 0 -100%
Limits are in place that will control the amount of revenue available throughout the arrangement, and
limit compensation that is available to the Contractor while a fixed management fee is being paid. If in
any fiscal year, the Business Income appropriation to the Management Fee plus any portion of the
Corporate Services Management Fee exceed $500,000, the remaining Corporate Services Management
Fee will be eliminated for that year.
7.B
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02/24/2020
Staff believes this approach will lead to the greatest capture of revenue for the Paradise Coast Sports and
Special Events Complex to help offset the cost of operating the facility, while giving our Contractor an
incentive to deliver a superior product for our visitors and residents alike.
FISCAL IMPACT: Funding for Phase II-B of the Agreement is currently available in Amateur Sports
Complex Fund (759). Budgeting for this contract will be subject to an annual review and based upon
actual costs of the previous year, completed in conjunction with the County’s annual budget process. The
annual budget of the complex is split into two fee schedules, the Business Income Fee Schedule, and the
Facilities Fixed Cost Fee Schedule.
Business Income will be managed, collected, recorded, reported, and retained by the Contractor within the
Project. Business income is considered unrestricted funds and will be used for program cash flow or
allowable program costs as detailed in the budget. On a quarterly basis, the Contractor will calculate the
business income, and use this calculation to offset the Facilities fixed costs to the County.
The Facilities Fixed Cost Fee Schedule costs are not-to-exceed, without justification and approval, and
shall be reimbursed by the County to the Contractor monthly upon the provision of a valid invoice and
submittal of monthly deliverables report. Once appropriated, 90% of the fixed cost budget shall be
available to on a reimbursable basis to the Contractor through the approved invoicing process. 10% shall
be held in a contingency reserve, and only be available to the Contractor if approved by the County
Manager, or his designee.
GROWTH MANAGEMENT IMPACT: There is no growth management impact associated with this
action.
LEGAL CONSIDERATIONS: This item is currently under review in the County Attorney's Office.
RECOMMENDATION: That the Tourist Development Council approve the second amendment to
Professional Service Agreement # 18-7404, Collier County Sports Complex Marketing and Support, to
Sports Fields, Inc., for management, operation, advertising, and marketing of the Paradise Coast Sports
and Special Events Complex, and make a finding that this item promotes tourism.
Prepared by: Sean Callahan, Executive Director, Corporate Business Operations
ATTACHMENT(S)
1. SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (PDF)
7.B
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02/24/2020
COLLIER COUNTY
Collier County Tourist Development Council
Item Number: 7.B
Doc ID: 11706
Item Summary: Recommendation that the Tourist Development Council approve the second
amendment to Professional Service Agreement # 18-7404, Collier County Sports Complex Marketing and
Support, to Sports Fields, Inc., for management, operation, advertising and marketing of the Paradise
Coast Sports and Special Events Complex, and make a finding that this item promotes tourism.
Meeting Date: 02/24/2020
Prepared by:
Title: – Corporate Business Operations
Name: Sean Callahan
02/14/2020 12:13 PM
Submitted by:
Title: Division Director – Tourism
Name: Jack Wert
02/14/2020 12:13 PM
Approved By:
Review:
Tourism Kelly Green Tourism Division Completed 02/17/2020 9:04 AM
Tourism Jack Wert Director Completed 02/17/2020 10:11 AM
Corporate Business Operations Sean Callahan Executive Director Completed 02/18/2020 9:26 AM
County Attorney's Office Colleen Greene Attorney Review Completed 02/19/2020 9:06 AM
Tourist Development Council Jack Wert Meeting Pending 02/24/2020 9:00 AM
7.B
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Page 1 of 14
Second Amendment to Agreement #18-7404
SECOND AMENDMENT TO AGREEMENT #18-7404
FOR
“COLLIER COUNTY SPORTS COMPLEX MARKETING AND SUPPORT”
THE SECOND AMENDMENT, made and entered into on this ____ day of _____________
2020, by and between Sports Fields, Inc., of GA d/b/a Sports Fields, Inc., authorized to do
business in the State of Florida, whose business address is 3760 Sixes Road, Suite 126-331,
Canton, GA 30114 (the “Contractor”) and Collier County, a political subdivision of the State of
Florida, (the “County” or “Owner”); (collectively the “Parties”).
WHEREAS, on October 23, 2018 (Agenda Item 16.F.2), the County entered into an
Agreement with the Contractor to obtain professional consulting services concerning the “Collier
County Sports Complex Marketing and Support” project with an initial contract award of
$50,000 for Phase I of the Project; and
WHEREAS, on September 10, 2019, the County approved the First Amendment to
Agreement #18-7404, to enter Phase II-A for services related to the operation in a not-to-exceed
amount of $950,000 for Corporate Marketing and Consulting Fees, Operations Start-up Costs,
and Limited Park Staffing; and
WHEREAS, the Parties have worked diligently to prepare for the opening of operations
at the COMPLEX in May 2020;
WHEREAS, the parties desire to amend the Agreement to initiate Phase II-B:
Management, Operation, Advertising, and Marketing of the COMPLEX as defined in the
original Agreement to be made as an amendment to this contract;
NOW, THEREFORE, in consideration of the mutual promises and covenants herein
contained, it is agreed by the parties as follows:
1. Services shall be provided in accordance with the attached Exhibit A2 Phase II-B Scope
of Services, attached hereto which is hereby incorporated into the agreement;
2. The fees for services are outlined in Exhibit B2 Phase II-B Operating Revenue Fee
Schedule, attached hereto which is hereby incorporated into the agreement;
3. The fixed costs of the facility are outlined in Exhibit C Phase II-B Facilities Fixed Cost
Fee Schedule, attached hereto which is hereby incorporated into the agreement;
4. The minimum operating standards for the COMPLEX are outlined in Exhibit D,
COMPLEX Operating Manual, attached hereto which is hereby incorporated into the
agreement;
5. Upon execution of this amendment, all prior contract exhibits are repealed;
6. All other terms and conditions of the agreement shall remain in force, except where
amended as follows:
Words Struck Through are deleted; Words Underlined are added
7.B.1
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Second Amendment to Agreement #18-7404
1. TERM OF AGREEMENT. The Agreement shall be for a five (5) year period
commencing upon May 1, 2020 the date of Board approval and terminating on
September 30, 2026 five (5) years from that date or until all outstanding Purchase
Order(s) issued prior to the expiration of the Agreement period have been completed or
terminated.
The County may, at its discretion and with the consent of the Contractor, renew the
Agreement under all terms and conditions contained in this Agreement for two (2)
additional five (5) two (2) year periods. The County shall give the contractor written
notice of the County’s intention to renew the Agreement term prior to the end of the
Agreement term then in effect.
The County Manager, or his designee, may, at his discretion, extend the Agreement under
all terms and conditions contained in the Agreement for up to one hundred and eighty
(180) days. The County Manager, or his designee, shall give the Contractor written notice
of the County’s intention to extend the Agreement term prior to the end of the Agreement
term then in effect.
The Parties may amend the term of this Agreement, as part of negotiations for
Phase 2: Management, Operation, Advertising, and Marketing of the COMPLEX,
subject to being memorialized in writing and executed by its authorized
representatives.
10. TERMINATION. Should the Contractor be found to have failed to perform his services
in a manner satisfactory to the County as per this Agreement, the County may terminate
said Agreement for cause; further either of the parties may terminate this Agreement for
convenience with a one hundred eighty (180) thirty (30) day written notice. The County
shall be the sole judge of non-performance.
In the event that this Agreement is terminated for convenience, employed staff may
be retained at the COMPLEX at current salary structure for an additional one
hundred and eighty (180) days following the termination period. There shall be no
restrictions on SFI for maintaining or rehiring of staff at any time after a
termination event.
In the event that the County terminates this Agreement, Contractor’s recovery against the
County shall be limited to that portion of the Agreement Amount earned through the date
of termination. The Contractor shall not be entitled to any other or further recovery
against the County, including, but not limited to, any damages or any anticipated profit
on portions of the services not performed.
16. COMPONENT PARTS OF THIS AGREEMENT. This Agreement consists of the
following component parts, all of which are as fully a part of the Agreement as if herein
set out verbatim: Contractor’s Proposal, Insurance Certificate(s), Exhibit A2 Phase II-B
7.B.1
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Second Amendment to Agreement #18-7404
Scope of Services Exhibit A Scope of Services, Exhibit B2 Phase II-B Business
Income Revenue Fee Schedule Exhibit B Phase 1 Fee and Project Schedule, Exhibit
C Phase II-B Fixed Cost Fee Schedule, Exhibit D COMPLEX Operating Manual,,
Invitation to Negotiate (ITN) # 18-7407, including Exhibits, Attachments, and
subsequent Amendments to this Agreement.
30. TAX MATTERS. The County and the Contractor acknowledge that a portion of
the costs of the COMPLEX were financed with proceeds of certain tax-exempt
indebtedness (collectively, the "Bonds") and the County and the Contractor intend
for this Agreement to comply in all respects with Revenue Procedure 2017-
13. Accordingly, and notwithstanding any provision of this Agreement to the
contrary, the County and the Contractor agree as follows:
a. The County shall continue to exercise a significant degree of control over the
Complex including, but not limited to, approving the annual budget of the
Complex, approving any capital expenditures with respect to the Complex,
approving any disposition of assets of the Complex, approving the rates and
charges for use of the Complex and approving the general nature and type of
use of the Complex.
b. The County shall continue to the bear the risk of loss upon damage or
destruction of the Complex; provided, however, this shall not in any way
reduce or eliminate or adversely impact the County's ability to seek and be
entitled to reimbursement or damages or costs from the Contractor or any
other party whose actions or inactions may have caused such loss.
c. The Contractor shall not take any tax position that is inconsistent with the
Contractor's role as a manager or service provider of the Complex. Without
limiting the generality of the foregoing sentence, the Contractor will not
claim any depreciation or amortization deduction, investment tax credit or
any deduction for any payment as rent with respect to the Complex.
d. In the event the tax-exempt status of the Bonds is challenged by any federal
agency or any nationally recognized bond counsel expresses the view that the
tax-exempt status of the Bonds is in jeopardy as a result of this Agreement or
the operation of the Complex, the County and the Contractor will, to the
extent necessary or desirable, renegotiate the terms of this Agreement in
good faith to ensure that the tax-exempt status of the Bonds is not adversely
affected.
31. BUSINESS INCOME USE, APPROPRIATION, AND CALCULATION. The
COMPLEX is expected to generate programmatic revenue, or revenue driven by
the programmatic aspects of the COMPLEX. This revenue includes, but is not
limited to, service fees, rental fees, usage fees, sponsorships, sales commissions, food
7.B.1
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Second Amendment to Agreement #18-7404
& beverage sales, merchandise sales, and other miscellaneous revenues driven by
the programmatic operation of the complex that are outlined in Exhibit B2, Phase
II-B Business Income Fee Schedule.
The COMPLEX will also generate programmatic costs that are defined as costs
driven by generating the revenues associated with the programmatic aspects
described above and outlined in Exhibit B2. These costs include, but are not limited
to, Cost of Goods Sold (COGS) related to tournament programming, merchandise,
food & beverage, event operations, and sponsorships.
The gross programmatic revenue less the COGS will comprise the business income
(BI). Business Income will be managed, collected, recorded, reported, and retained
by the Contractor within the COMPLEX Project. Business income is considered
unrestricted funds and will be used for program cash flow or allowable program
costs as detailed in the budget.
On a quarterly basis, the Contractor will calculate the business income, and use this
calculation to offset the Facilities fixed costs to the COUNTY. The calculation of this
offset shall be as follows and contribute to the overall management fee of the
CONTRACTOR:
Business Income Fixed Cost Offset Management Fee
$0 - $1,500,000 50% 50%
Should the business income exceed $1.5 million ($1,500,000) in any given fiscal year,
the County may renegotiate the split provision for the income exceeding $1.5 million
through an amendment to the Agreement. In any given fiscal year should the
business income be less than 70% of the approved budget, the County may negotiate
an amendment to this Agreement.
In Fiscal Year 20, if the business income is calculated negative, the Contractor may
invoice the County for the loss. In subsequent years, there shall be no
reimbursement of business income loss.
Fiscal Years 20-25 of the contract include a fixed Corporate Services Management
Fee for the Contractor. Starting in FY 22, the Corporate Services Management Fee
will begin to be phased out in line with the chart below:
Fiscal Year Management Fee Reduction YoY
FY 20 (partial) $115,500 -
FY 21 $350,000 -
FY 22 $245,000 -30%
FY 23 $171,500 -30%
7.B.1
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Second Amendment to Agreement #18-7404
FY 24 $120,050 -30%
FY 25 $60,025 -50%
FY 26 $0 -100%
In the event that the Phase 305 portion of the COMPLEX is not in place by the end
of FY 21, the phase out of the Corporate Services Management Fee will not begin
until FY 23.
If in any fiscal year, the Business Income appropriation to the Management Fee plus
any portion of the Corporate Services Management Fee exceed $500,000, the
remaining Corporate Services Management Fee will be eliminated for that year.
32. FACILTIES FIXED COSTS SCHEDULE. The COMPLEX is expected to generate
fixed costs associated with the baseline operation of the COMPLEX. These costs
include, but are not limited to, maintenance and janitorial, full time employee
salaries, corporate services, and other general administrative expenses, which are
outlined in Exhibit C Phase II-B Facilities Fixed Cost Fee Schedule. These costs are
not-to-exceed, without justification and approval, and shall be reimbursed by the
County to the Contractor monthly upon the provision of a valid invoice and
submittal of monthly deliverables report. These costs will be offset by business
income calculated by the CONTRACTOR on a quarterly basis.
This budget will be subject to an annual review and based upon actual costs of the
previous year. Once appropriated, 90% of this budget shall be available on a
reimbursable basis to the Contractor through the approved invoicing process. 10%
shall be held in a contingency reserve, and only be available to the Contractor if
approved by the County Manager, or his designee.
33. BUDGET MODIFICATION. Modifications of any of the budget categories defined
in Exhibits B2 or C may only be made if approved in advance by the County
Manager, or his designee, and if such modifications exceed Fifty Thousand Dollars
($50,000) then it will require an Amendment to this Agreement approved by the
Board of County Commissioners.
34. CAPITAL RESERVE. In each quarterly remittance to the County, the Contractor
shall calculate 5% of business income and remit to the County for placement in a
capital reserve. This reserve will be dedicated to capital replacement of equipment
and the purchase of new equipment for the COMPLEX facilities. The budget for
capital replacement will be administered by the County, with the input of the
Contractor.
7.B.1
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Second Amendment to Agreement #18-7404
35. ASSUMPTION CLAUSE. In the event of the termination of this Agreement, the
County will make best efforts to accommodate any existing events that have an
active reservation at the COMPLEX or another County facility.
36. GENERAL OPERATING PROCEDURES. The Contractor shall operate and
maintain the facility to the minimum standards outlined in the COMPLEX
Operating Manual. The manual shall include, but not be limited to, general hours of
operation, food and beverage standards, standard operating procedures for facility
and recreational staff, minimum maintenance standards and guidelines, general
quality assurance and quality control procedures, guidelines for merchandise and
food and beverage sales, standard workflows for programming and reservations,
and work methods and purchasing of goods and equipment for the facility. This
operating manual will be included as Exhibit D with the Phase II-B Operating
Contract for the Parties and will be considered approved by the Board of County
Commissioners upon the execution of the second contract amendment.
The County Manager, or his designee, may, at his discretion and with the consent of
the Contractor, amend the minimum standards and procedures in the COMPLEX
Operating Manual based on programming demand.
37. PROJECT PUBLICITY. Any news release pertaining to the services performed by
the Contractor pursuant to this Agreement must recognize the contribution of the
BCC as a funding source. The Contractor shall recognize the County for its
contribution in all promotional materials and at any event or workshop for which
County funds are allocated.
38. SUBCONTRACTORS. The Contractor shall be responsible for all work performed
and all expenses incurred for the COMPLEX subject to reimbursement.
a. The Contractor may, as appropriate and in compliance with applicable
laws, subcontract the delivery of the services for the COMPLEX, provided,
however, that the contractor will be solely liable to the subcontractor for all
expenses and liabilities incurred during the contract subject to appropriate
reimbursement pursuant to this Agreement.
b. Any and all subcontracts executed for the COMPLEX shall include
provisions whereby the Contractor and the subcontractor agree to abide by
all local, state and federal laws and indemnify and hold harmless the
County.
39. DATA & RECORDS MANAGEMENT. The Contractor shall keep and maintain
records required to operate and perform services to the COMPLEX. Upon request
from the County, the Contractor shall make these records available for inspection.
7.B.1
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Second Amendment to Agreement #18-7404
Upon completion of the contract, the Contractor will transfer, at no cost, to the
County all records in possession of the contractor or keep and maintain public
records required by the County to perform the service. If the Contractor transfers
all public records to the County upon completion of the contract, the contractor
shall destroy any duplicate public records that are exempt or confidential and
exempt from public records disclosure requirements. If the Contractor keeps and
maintains public records upon completion of the contract, the Contractor shall meet
all applicable requirements for retaining public records. All records stored
electronically must be provided to the County upon request from the County's
custodian of public records in a format compatible with the information technology
systems of the County.
All other terms and conditions shall remain in force.
*****
(The remainder of this page left blank)
7.B.1
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Second Amendment to Agreement #18-7404
IN WITNESS WHEREOF, the Parties have executed this Amendment on the date and
year first written about by an authorized person or agent.
ATTEST: BOARD OF COUNTY COMMISSIONERS
CRYSTAL KINZEL, Clerk COLLIER COUNTY, FLORIDA
By: ________________________ By: ________________________________
, Deputy Clerk Burt L. Saunders, Chairman
CONTRACTOR:
Sports Fields Inc., of GA d/b/a Sports Fields Inc.
By: __________________________________
Approved as to form and legality:
_______________________________
Colleen M. Greene
Assistant County Attorney
7.B.1
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Second Amendment to Agreement #18-7404
EXHIBIT A2
PHASE II-B SCOPE OF SERVICES
ORGANIZATION: Sports Fields, Inc.
PROJECT: Paradise Coast Sports Complex
OBJECTIVE: Project Administration
Performance Criteria
The Contractor shall provide the supporting documentation to substantiate the following
activities for reimbursement:
Deliverable 1: Maintain staff which shall be comprised of a General Manager, Assistant General
Manager, (2) Sports Managers, Food & Beverage Manager, Events Manager, Maintenance
Manager, Superintendent, and (2) Local Use Coordinators based on the compensation model
included in the COMPLEX Operating Manual. Progress and detail of this deliverable will be
evidenced by providing the County with a monthly payment record, including a direct deposit
transaction detail report for each employee receiving payment during the period.
Deliverable 2: Provide a monthly report of all receipts to support the expenses being submitted
for reimbursement and a transaction detail report.
Deliverable 3: Maintain and update a search engine optimized website and social media
accounts which highlight the COMPLEX, Collier County, and Paradise Coast region. Monthly,
the Contractor will provide an analytics report for the period along with Deliverables 1 and 2.
Deliverable 4: Quarterly review of the business including the events held at the facility during
the quarter, a look ahead to the next quarter, and a profit and loss statement. This profit and loss
statement will calculate the quarterly remittances to the County. This report will be prepared and
submitted within 30 days of the conclusion of the quarter. Each quarterly report will be presented
to the Tourist Development Council at the next available meeting.
Deliverable 5: Development and submission of a preliminary annual budget for the following
fiscal year by May 1 of each year for review for inclusion in the County budget process.
Deliverable 6: Submittal of an annual business plan for the COMPLEX by October 31 after the
closing of each fiscal year. The annual report shall include a year-end review of the concluding
year and goals, and also outline the budget, and strategy for the upcoming fiscal year. The annual
business plan will be presented to the Tourist Development Council and Board of County
Commissioners at the next available meeting.
7.B.1
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Second Amendment to Agreement #18-7404
EXHIBIT B2
PHASE II-B BUSINESS INCOME FEE SCHEDULE
FY 20 Mid-Year Full FY 20-21
Income
Event Income
Tournament Fees $ 62,200.00 $ 383,750.00
Event Retail $ 4,240.00 $ 40,390.00
Event F&B $ 65,450.00 $ 328,550.00
Event Hotel $ 3,950.00 $ 90,300.00
Event Gate $ 11,530.00 $ 80,570.00
Total Tournament Income $ 147,370.00 $ 928,075.00
Great Lawn/Local Use
Event Fees $ 1,250.00 $ 15,550.00
Rental Revenue $ 10,860.00 $ 39,780.00
Food & Beverage $ 5,950.00 $ 33,115.00
Total Local Income $ 18,060.00 $ 88,445.00
Other Income
Sponsorship $ 35,000.00 $ 180,000.00
Discounts $ (1,720.36) $ (3,553.58)
Refunds $ (3,877.50) $ (12,465.00)
Total Income $ 194,832.14 $ 1,180,501.42
$ - $ -
Cost of Goods Sold $ - $ -
Game Support $ 32,400.00 $ 151,200.00
Retail Costs $ 2,035.20 $ 19,387.20
Food Cost $ 28,560.00 $ 144,666.00
Hotel Costs $ 395.00 $ 9,481.50
Partner Split $ 15,720.00 $ 54,060.00
Marketing, Sales, Accounting, HR $ 100,000.00 $ 240,000.00
Part-Time Staff $ 67,948.56 $ 257,569.55
Taxes $ 13,589.71 $ 51,513.91
Sponsorship COGS $ 7,000.00 $ 18,000.00
Event COGS $ 375.00 $ 4,665.00
7.B.1
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Second Amendment to Agreement #18-7404
$ - $ -
Total COGs $ 268,023.47 $ 950,543.16
$ - $ -
Business Income $ (73,191.33) $ 229,958.26
7.B.1
Packet Pg. 56 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
Page 12 of 14
Second Amendment to Agreement #18-7404
EXHIBIT C
PHASE II-B FACILITIES FIXED COST FEE SCHEDULE
FY 20 Mid-Year Full FY 20-21
$ - $ -
All Other Expenses $ - $ -
Auto Expense $ 1,000.00 $ 2,400.00
Background Checks $ 2,750.00 $ 3,000.00
Bank Charges $ 1,250.00 $ 3,000.00
Computer Expense $ 1,500.00 $ 3,600.00
Contract Labor $ 10,000.00 $ 24,000.00
Copier/Printer/Scanner $ 1,500.00 $ 3,600.00
Courier $ 500.00 $ 1,200.00
Cred Card Fees $ 14,500.00 $ 70,000.00
Events-Fanare $ 15,000.00 $ 36,000.00
Medical Expense $ 962.27 $ 2,162.37
Minor Equipment $ 15,000.00 $ 36,000.00
Miscellaneous Expense $ 1,500.00 $ 3,600.00
Office Expense $ 5,000.00 $ 12,000.00
POS/Revel Hosting $ 8,500.00 $ 20,400.00
Postage & Delivery $ 7,300.00 $ 10,700.00
Professional Fees $ 95.00 $ 255.00
Staff/Team Equipment $ 1,100.00 $ 16,300.00
Taxes and Licenses $ 2,000.00 $ 2,000.00
Trash Pickup $ 12,573.83 $ 18,045.00
Weather Detection $ 3,000.00 $ 7,200.00
$ - $ -
Total All Other Expenses $ 105,031.10 $ 275,462.37
$ - $ -
Insurance $ 62,500.00 $ 150,000.00
$ - $ -
Maintenance $ - $ -
Maintenance - Fields $ 44,000.00 $ 146,000.00
Repairs & Maintenance $ 30,000.00 $ 57,000.00
Supplies $ 25,500.00 $ 24,500.00
Maintenance Salaries Full Time $ 48,653.85 $ 110,576.92
7.B.1
Packet Pg. 57 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
Page 13 of 14
Second Amendment to Agreement #18-7404
Maintenance Salaries Part Time $ 72,000.00 $ 195,000.00
Taxes $ 12,065.38 $ 30,557.69
Insurance-Health $ 7,298.08 $ 16,586.54
Retirement Contributions $ 2,432.69 $ 5,528.85
$ - $ -
Total Maintenance $ 241,950.00 $ 585,750.00
$ - $ -
Payroll $ - $ -
Salary Full Time $ 203,923.08 $ 482,000.00
Great Lawn/Fitness Staff $ 67,725.00 $ 162,540.00
Taxes $ 27,164.81 $ 64,454.00
Insurance-Health $ 30,588.46 $ 72,300.00
Retirement Contributions $ 2,022.30 $ 4,789.82
Payroll Expenses $ 516.25 $ 723.75
$ - $ -
Total Payroll $ 331,939.90 $ 786,807.57
Travel
Entertainment $ - $ -
Meals $ 1,200.00 $ 2,880.00
Airline/Airport Parking $ 7,500.00 $ 18,000.00
Hotels/Lodging $ 3,500.00 $ 8,400.00
Rental Car/Cabs/Rideshare $ 2,500.00 $ 6,000.00
$ - $ -
Total Travel $ 14,700.00 $ 35,280.00
$ - $ -
Total Expenses $ 841,121.00 $ 1,998,299.94
Net Income $ (914,312.33) $ (1,768,341.68)
Business Income Split $ (73,191.33) $ 114,979.13
Management Fee $ 115,500.00 $ 350,000.00
7.B.1
Packet Pg. 58 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
SPORTS. FAMILY. FUN.
STANDARD OPERATIONS
MANUAL
Operations Manual
EXHIBIT D
COMPLEX OPERATING
MANUAL
7.B.1
Packet Pg. 59 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 2
OPERATIONS MANUAL
Table of Content
Opening/Closing 5
Cash Controls Opening & Closing Checklist
Ticket Office Open & Closing Checklist
Facility Opening & Closing Checklist
Food & Beverage Opening & Closing Checklist
Retail Opening and Closing Checklist
CTTA Opening and Closing Checklist
First Aid Opening & Closing Checklist
Guest Services 19
Reserved Parking
Phone Answering
Outside Food & Drink
Cooler Policy
Pets
Tobacco
Tournaments 26
Tournament Checklist
Ambassador Program
Filler-Add Team SOP
Phone Script for Tournament Registration
Mail Chimp
Inclement Weather Policy
Weather Refund Policy
Birth Certificates
Cleats
Post Tournament Reporting
Operations 43
Deposit/Sponsorship/Payments
Payable Vendor Invoice Creation Process
Vendor Invoice Creation Process
Lost and Found
Cash Handling Policy with Weighing
Employee Break Policy
Force All-Stars 55
Force All Stars Volunteer Description
Force All Stars Handbook
Force All Stars Kickball Quick Reference
Force All Stars Baseball Quick Reference
Food & Beverage 66
Operations
Sales & Marketing
Human Resources/Legal/Safety/PR
7.B.1
Packet Pg. 60 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 3
OPERATIONS MANUAL
Finance & Accounting
Inventory
Retail 83
How to Heat Press
Product Ordering, Receiving, Reports Guide
Pre-Sales Process
Inventory
First Aid 99
Incident & Injury Policy
Medical Protocol
Emergency 102
Emergency Call List
Emergency Preparedness
Ice/Snow
Severe Wind/Tornados
Lightning
Hurricanes
Earthquakes
Tsunamis
Fire
Terrorism
Bomb Threat
Hazardous Materials/Chemical Spills
Gas Leak
Civil Disturbance
Explosion
Electrical Failure
Water Leaks/Flood
Burglary
Robbery
Active Shooter
Code Adam (Missing Child)
Urgent vs. Potential
Human Resources 137
Revel POS Quick Reference Guide
Employee Scheduling Guide Process
New Hire Paperwork Checklist
Forms 156
Schedule Request Form
Expense Report
Reimbursement Form
7.B.1
Packet Pg. 61 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 4
OPERATIONS MANUAL
Injury Report Form
Coin Order Form
Incident Report
Lost and Found Log
Manual till Balance Form
Safe Count Log
Cash Control Opening
Addendum: Paradise Coast Sports Complex powered by Sports Force Parks 167
Parental Waiver
Year 1 Staffing 170
Purchasing Policies 172
Facility Hours 176
Field Rental Rates 179
Event Partnerships 183
Event Term Sheet 185
Sponsorship ___ ____________189
Other
7.B.1
Packet Pg. 62 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 5
OPERATIONS MANUAL
O PENING/CLOSING
7.B.1
Packet Pg. 63 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 6
OPERATIONS MANUAL
CASH CONTROLS OPENING & CLOSING CHECKLIST
Opening
Date: Opening Manager:
o Safe Count:
▪ Verify the petty cash/coins are at & ________
o Drawers:
▪ Verify tills are at correct amount labeled on the till drawer
▪ Fill out the Safe Count Sheet, along with using the weighing machine, print and initial
o If till is +/-, investigate and report on Safe Count Sheet
o Ensure tills are labeled with their destination. Take all needed tills to proper location with envelope for
receipts, and receipt paper if needed
o Open registers at amount in each till
▪ After researching why, the till is +/-, open register at the exact amount reflected in till
o Check deposit for small deposits from previous day
o Combine all small deposits to create a collective deposit (large deposit in colored -top bag)
▪ Add all receipt summaries from small deposit bags to determine the total before counting the
collective, large deposit
o Always count deposit with another staff member
o If no discrepancies, fill out one deposit slip including the bag number and initials at the bottom of the slip.
o Place all currency into large deposit bag, along with white copy of the deposit bag- keep the carbon copy
o Seal bag, and fill out date, bank, company, amount in bag
o Fill out the deposit log in the black binder
o Drop deposit into safe, verify safe is locked
o Attach carbon copy to the receipt summaries, and to adding machine tape of deposit count. Place into the
file for the current day
Notes:
7.B.1
Packet Pg. 64 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 7
OPERATIONS MANUAL
CASH CONTROLS OPENING & CLOSING CHECKLIST CONT’D
Closing
Date: Closing Manager:
o Count each till at its register
▪ Login> Settings> Tills> Till Drawer 1> open Cash Drawer> Checkout > Count> Done> Print
Summary> Submit
▪ ** If any discrepancies, recount, investigate potential issue, close register as is**
o Retrieve all receipts: Credit/ Returns/ Voids/ Cash Counts- Take back to safe room and place in current
days file
o Create individual deposits from tills and place into small bags with white toppers
o Balance tills to amount labeled on drawer
o Recount each till using the weighing machine to verify correct deposit was removed and till is at the correct
starting amount
o If till is +/-, still balance till to the labeled amount making the deposit +/-.
o Print and initial receipt
o Fill out bag with date, location, amount and initials. Seal bag with currency and summary receipt
o Drop deposits into safe
o Put tills back into safe
o Complete the Safe Count Form-Filling out completely
o File all forms into current day file
o Verify Safe is closed and locked
Notes:
7.B.1
Packet Pg. 65 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 8
OPERATIONS MANUAL
CASH CONTROLS OPENING & CLOSING CHECKLIST CONT’D
To ensure proper handling of cash flow within Sports Force Parks
Full-time Staff
o Creating a safe environment for conducting safe counts and prepping and closing tills for the business
o Follow procedure for completing a safe count and setting tills
o Following rotations for transporting tills for safety, and efficiency
Lead or Additional Full-time Staff
o Assisting full-time staff in safe counts
o Assisting with transportation of tills
Opening
o A part-time team member is permitted to be in the safe room accompanied by a full-time staff member
o The door must remain closed for the entire duration of the safe being opened
o The safe must be counted each time cash is being added or removed from the safe
o Total cash in the safe is the tills and the safe cash
o Using the weighing machine, weigh the tills and the petty cash
▪ Print the count from the weighing machine, initial the bottom, and staple to the Safe Count Form
o Complete the Safe Count Form
o Only transport tills needed for that day-
▪ Transport tills in sealed green bag
▪ Two employees must be present in order to transport tills
▪ Transporting tills order:
• Ticket office> mobiles then is a sequential order to be as efficient as possible
• Upon leaving each location, lock the location if staff is not present to remain
7.B.1
Packet Pg. 66 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 9
OPERATIONS MANUAL
CASH CONTROLS OPENING & CLOSING CHECKLIST CONT’D
Closing
Location Deposits
o When a specific location closes, a member of full-time staff and another staff member will shut down the
location
o The full-time staff member will close out the tills with the other staff member completes closing procedures
o The full-time staff member will verify the till is as the correct amount provided by Revel
o After closing procedures have been finished, the two staff members will lock the location, and take the till
in
a green sealed bag back to the safe room
o The full-time staff member will balance the till to $300/$500 and complete a small deposit
▪ Use the weighing machine to verify that the cash till is at the amount labeled on the till drawer
▪ Print the count, initial, and place into the till drawer
o The small deposit with the receipt from Revel will go into a small white bag, sealed and then
dropped into the safe
o Repeat these steps for all tills
POLICY
Final Deposit
o Final deposit is to be created the following day
o Two full-time staff members will create the final deposit
o One staff member will collect all the small deposit bags and combine them, then begin weighing the deposit
o The other staff member will collect all receipts from the small deposit bags and total them together
o Once the first staff member determines the amount of currency, they will tell the second member if that is
the amount represented by all the receipts
▪ If the totals do not match, the full-time staff members will switch roles and repeat the counting
process
▪ If they still do not agree on a total, they should investigate the receipts and other areas where
currency may have been missed
• i.e. Reweigh the entire safe
▪ If problem still occurs, consult General Manager
o Create a large deposit with a colored top
o Fill out deposit slip, add initials and bag number at the bottom of the deposit slip
o Place top deposit slip into the deposit bag and seal.
o Attach carbon copy to the receipts from the small deposit bags and file with the current day folder
*Retain for one year
7.B.1
Packet Pg. 67 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 10
OPERATIONS MANUAL
CASH CONTROLS OPENING & CLOSING CHECKLIST CONT’D
Misc.
Safe Drop Throughout the Day
At times there will be too much money in the till to safely manage the drawer. Follow the appropriate steps as
outlined:
o A lead or full-time staff member will perform safe drop
o It is required to have two people present to perform safe drops
o Log into register, open the cash drawer, and take out the over flowing money
o Take money to the safe room and weigh the money, print the count, initial, and place into s small deposit
bag
o Log back into register, and select current till
o Select cash drop
o Enter in the total amount that was removed from till
o Shut register drawer when it opens
o File receipt with daily paperwork
Change Throughout the Day
o Team members will notify a full-time staff member
o The full-time staff member will complete a paid out to accommodate for the change needed
▪ Tills, Paid Out, Enter the amount being removed
o Take cash in a money bag and retrieve from safe
o Complete paid in and put the change into the till
7.B.1
Packet Pg. 68 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 11
OPERATIONS MANUAL
TICKET OFFICE OPENING & CLOSING CHECKLIST
Opening
Date: Opening Team Member:
o Clean and dry all counter tops, inside and outside
o Clear all spider webs
o Fill all wristbands filled with correct color for day and event confirmed
o Extra Receipt tape
o Fill brochures
Notes:
Closing
Date: Closing Team Member:
o Clean off all counters
o Remove trash and replace bag
o Lock all windows
o Fill all wristbands with correct color for following day confirmed
o Fill brochures
Notes:
7.B.1
Packet Pg. 69 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 12
OPERATIONS MANUAL
FACILITY OPENING & CLOSING CHECKLIST
Opening
Date: Opening Team Member:
o A-frames out with proper information displayed
o Snap frame has correct sign displayed (by Tournament Central)
o Cobwebs cleaned off front of park building and benches
o Ticket office outdoor counter clean
o Music playing
o Tills set at each location
o Tournament Central prepped and ready
o Tourney Machine on TVs
o CTTA open and product displayed, heat presses and lights on
o Retail ready to open, lights and TVs on (ESPN)
o Promenade ready- rocking chairs, yard games, TVs, etc.
o Tent rentals set up
o Reserved Parking tent set up and staffed
o Service gate tent set up and staffed
o Officials Room unlocked
o Officials cart at officials lounge unlocked
o Employee breakroom unlocked
o Attractions hours posted
o Confirm Attractions inspections are completed, binder filled out properly (before they open)
Notes:
7.B.1
Packet Pg. 70 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 13
OPERATIONS MANUAL
FACILITY OPENING & CLOSING CHECKLIST CONT’D
Closing
Date: Closing Team Member:
o Sky Bounce door locked & equipment put away
o Ticket shack window locked, trash out, door locked
o Sky Trail gate locked & equipment put away
o Promenade cleaned up- chairs away, yard games put away, TVs off, lights under
concessions off, bathrooms checked
o Locker Room checklist completed, racks inside, TVs off, doors locked
o A checklist completed, breakers off, door and windows locked
o Tent rentals put away
o A-frames pulled in
o Snap frame flipped to CLOSED
o Speakers inside, charging
o Laptop charging
o Tills/ deposits completed & safe count form completed
o Ticket office windows locked
o Tournament Central doors locked
o Lights off in park
o Lights off in building
o All guests/ employees out of facility
o Gate secured
Notes:
7.B.1
Packet Pg. 71 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 14
OPERATIONS MANUAL
FOOD & BEVERAGES OPENING & CLOSING CHECKLIST
Opening
Date: Opening Team Member:
o Turn on lights
o Refresh and login to all POS stations
o Check receipt paper in printers, refill if necessary
o Confirm till count in each register
o Check each station and refill any station as necessary
o Wipe down all counters and service areas
o Sweep all floors
o Turn on all digital menu boards, inside and outside
o All POS merchandise is stocked, clean, and organized
Notes:
Closing
Date: Closing Team Member:
o Turn off lights
o Check receipt paper in printers, refill if necessary
o Check each station and refill any station as necessary
o Wipe down all counters and service areas
o Wipe down all food service equipment and back splashes
o Ensure all food products have been properly labeled, dated, and stored
o Wash and sanitize all dishes
o Sweep all floors
o Remove all trash
o Refer to cash handling procedures for closing out all POS stations.
Notes:
7.B.1
Packet Pg. 72 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 15
OPERATIONS MANUAL
RETAIL OPENING & CLOSING CHECKLIST
Opening
Date: Opening Team Member:
o Clean and dry all counters
o Clean all windows clean- inside and outside
o Clean all mirrors
o Sweep floors swept- including under racks
o Organize all apparel by gender/ style/ colors/ size
o Organize all other merchandise/ displayed neatly
o Make sure the SFP shopping bag mount is full
o Push out and lock wheels on all racks
o Dust shelves
o Be aware of item of the day _______________________
o Turn on all TVs – inside and outside to sports channels
o Make sure hangers are kept neat throughout entire shift
o Clean and organize candy area
Notes:
Closing
Date: Closing Team Member:
o Sweep carpet
o Sweep floors
o Clean and organize all counters- top and bottom
o Candy filled
o Clean and wipe down candy fixtures
o Clean Powder drop
o Have extra receipt tape on hand
o Make sure hangers neat and organized
o Swiffer (wet) as needed
o Pull in racks & leave wheels unlocked
o Organize all apparel by gender/ style/ color/ size
o Organize all other merchandise/ displayed neatly
o Remove all trash & replace the bags
o Turn off all TVs – inside and outsider
Notes:
7.B.1
Packet Pg. 73 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 16
OPERATIONS MANUAL
CUSTOM THREADS TOURNAMENT APPAREL OPENING &
CLOSING CHECKLIST
Opening
Date: Opening Team Member:
o Turn on heat presses to correct temp –
o Goof proof 360, Stretch Litho 280
o Clean counters and keep free of clutter
o Sweep floors - including under shelves
o Organize all apparel by gender/ style/ color/ size
o Roll shirts in totes
o Organize other merchandise
o Make sure the SFP shopping bag mount is full
o Display apparel
o Stock order forms and have working pens available
o Ensure pricing display is visible for guests
o Post hours
Notes:
Closing
Date: Closing Team Member:
o Clean counters - free of clutter and trash
o Turn off all heat presses and all other machines
o Stock extra receipt tape
o Pull in all displays
o Organize all apparel by gender/ style/ color/ size
o Neatly roll all shirts
o Sweep floor- including under shelves
o Remove trash and replace bags
o List any additional items needed
Notes:
7.B.1
Packet Pg. 74 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 17
OPERATIONS MANUAL
FIRST AID OPENING & CLOSING CHECKLIST
Opening
Date: Opening Team Member:
o Clock in at Tournament Central
o Retrieve First Aid/Medic Keys
o Open First Aid room
o Check to make sure ice is stocked
o Check AED for proper charge
o Ensure First Aid travel bag is stocked and ready for the day
o Procure First Aid cart
Notes:
During Shift
o Expiration Date Check of all medical products
o Inventory Check
Notes:
7.B.1
Packet Pg. 75 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 18
OPERATIONS MANUAL
FIRST AID OPENING & CLOSING CHECKLIST CONT’D
Closing
Date: Closing Team Member:
o Ensure all incident/injury reports are filed appropriately
o Clean and organize the First Aid room
o Clean First Aid cart
o Dump any excess ice from cooler
o Secure Trash and take to dumpster area
o Lock room and return keys to Tournament Central
o Clock out for the day
o Sky Bounce door locked; equipment put away
o Ticket shack window locked, take trash out, door locked
o Sky Trail gate locked; equipment put away
o Promenade cleaned up
▪ chairs away, yard games put away, TVs off, lights under concessions off, bathrooms
checked
o Locker Room checklist completed, racks inside, TVs off, doors locked
o CTTA checklist completed, breakers off, door and windows locked
o Tent rentals put away
o A-frames pulled in
o Snap frame flipped to CLOSED
o Speakers inside and charging
o Laptop charging
o Tills/ deposits completed; safe count form completed
o Ticket office windows locked
o Tournament Central doors locked
o Lights off in park
o Lights off in building
o All guests/ employees out of facility
o Gate secured
Notes:
7.B.1
Packet Pg. 76 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 19
OPERATIONS MANUAL
GUEST SERVICES
7.B.1
Packet Pg. 77 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 20
OPERATIONS MANUAL
RESERVED PARKING CHECKLIST
Opening
Date: Opening Team Member:
o Obtain key, unlock parking barricades located in the parking lot
o Store Chain with barricades in parking lot
o Set up barricades (w/ secured weights)
o Distribute parking cones and A-frames (w/ secured weights) on drive leading up to Reserved
Parking.
▪ Make sure arrows are pointing in the right direction
o Set up parking attendant’s tent on right side of the drive into the parking lot (w/ secured weights,
attach sides if appropriate)
o Set up tent in proper location
o Obtain parking clipboard from MOD or Event Coordinator
o Prep parking clip board
▪ Prep finalized sheet
▪ Start-up cash in money apron
▪ Mobile POS charged and ready
▪ Parking Passes w/ proper expiration date
Notes:
Closing
Date: Closing Team Member:
o Tear down parking lots, place weights, cones & A-frames inside on barricades
in first parking spot to the left in reserved parking lot
o Chain all barricades, cones & A-frames together through openings.
o Lock and return key to MOD or events coordinator
o Store parking tents behind tournament central
o Collect clipboard from staff member
o Verify remaining parking spaces match remaining tags
o Deposit start-up cash and sales cash into petty cash drawer
Notes:
7.B.1
Packet Pg. 78 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 21
OPERATIONS MANUAL
RESERVED PARKING CONT’D
Once Reserved Parking is logged and ready to go for start of event:
o Parking Attendants take parking bin and parking clipboard out to event parking area
▪ Weather permitting, parking jackets are available in Safe room
▪ The Parking Bin and Clipboard will be located in the Events Coordinators Office
o Set-up barriers in designated areas to create the Reserved Parking zone
o Set-up white cones and directional A-frame signage leading from the Cleveland Road Entrance
towards the Reserved Parking area
o Set-up 5x5 parking tent in Sports Force Parks Main Entrance, towards Cleveland Road
o Parking will open 30 minutes prior to gates open, arrival time for employees is 30 minutes prior to
parking open
Once set-up is complete there will be 2 parking attendants. One will help direct
cars to proper parking spots, the other will check guests in as they arrive:
o When a guest arrives, ask them for their name and to present the confirmation email, which they
should have printed or may show you digitally on their electronic device
▪ If everything is in order, place a check mark in the “Checked-in” column, hand them their
parking tag and explain that they may now come and go as they please for the remainder of
the event. Remind them to leave the parking tag hung in plain sight
▪ If they did not make a reservation, but wish to purchase one they may do so, only if extra
spots remain. Collect the proper payment from them, record the Purchaser First and Last
Name, a contact email, place a check mark in the Checked-in column, hand them their
parking pass, and explain rules and regulations. Leave the Order Number column blank on
sheet, the car is good to go
▪ If they do not have proof of reservation, but their name is on the list, please make note of this
on any extra space on the page, give them a parking tag, and allow them to enter
▪ If they claim to have a reservation and insist that they have paid for a spot, but cannot show
proof and their name is not on the list please notify the MOD or the Events Coordinator to
resolve this issue, have vehicle pull to the side so that you can further assist other vehicles
o Second parking attendant will also make occasional trips around the lot to ensure parking tags are
displayed in window areas
▪ If no tag is displayed, please keep track of that vehicle, when owner returns have them
display tag
o Once all tags are sold, both attendants will help cars come and go into Reserved Parking throughout
the event
7.B.1
Packet Pg. 79 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 22
OPERATIONS MANUAL
RESERVED PARKING CONT’D
▪ Help guide and instruct other cars that Reserved Parking is sold out, then direct them where
to go for free parking
At the Conclusion of Day:
o If there unclaimed or unsold parking tags, return them to the parking bin
▪ Return all parking cash directly to MOD or Events Coordinator
▪ Manager on Duty or Events Coordinator will pull parking list to double check that all pre-
purchases have checked-in and to tabulate in-person/day-of purchases
▪ If there are no remaining tags to be claimed or purchased, parking clipboard pack and bin
can stay inside for the remainder of the event, individuals need only check-in once
o Tear-down parking tent, cones, and barriers. Return to proper storage
Starting Day 2 and remainder of tournament:
o Set-up parking tent, cones, and barriers
o Get parking bin, parking wands, and if necessary starting cash, cash aprons, and clipboard
▪ If there are parking spaces still available, unsold and unclaimed tags will need to be taken to
the parking check-in for the remainder of the tournament. This will happen until all spots are
sold. The same parking list will then be left in the clipboard so that the same in-person
procedures can take place throughout the event
▪ Starting cash will need to be rebalanced at the end of the evening and prepped for the
next day
o Guests need not check-in twice. If their tag is displayed in their window, wave them through
▪ If you cannot see tag, please ask them to present it before entering, then ask them to clearly
display it in their vehicle throughout the day
▪ If they do not have a pass and Reserved Parking is full, direct them to the free parking in
other areas of the facility
o Parking attendant will also make occasional trips around the lot to ensure parking tags are displayed
in window areas
7.B.1
Packet Pg. 80 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 23
OPERATIONS MANUAL
VALET PARKING
▪ Help guide and instruct other cars that Reserved Parking is sold out, then direct them where
to go for free parking
At the Conclusion of Day:
o If there unclaimed or unsold parking tags, return them to the parking bin
▪ Return all parking cash directly to MOD or Events Coordinator
▪ Manager on Duty or Events Coordinator will pull parking list to double check that all pre-
purchases have checked-in and to tabulate in-person/day-of purchases
▪ If there are no remaining tags to be claimed or purchased, parking clipboard pack and bin
can stay inside for the remainder of the event, individuals need only check-in once
o Tear-down parking tent, cones, and barriers. Return to proper storage
Starting Day 2 and remainder of tournament:
o Set-up parking tent, cones, and barriers
o Get parking bin, parking wands, and if necessary starting cash, cash aprons, and clipboard
▪ If there are parking spaces still available, unsold and unclaimed tags will need to be taken to
the parking check-in for the remainder of the tournament. This will happen until all spots are
sold. The same parking list will then be left in the clipboard so that the same in-person
procedures can take place throughout the event
▪ Starting cash will need to be rebalanced at the end of the evening and prepped for the
next day
o Guests need not check-in twice. If their tag is displayed in their window, wave them through
▪ If you cannot see tag, please ask them to present it before entering, then ask them to clearly
display it in their vehicle throughout the day
▪ If they do not have a pass and Reserved Parking is full, direct them to the free parking in
other areas of the facility
o Parking attendant will also make occasional trips around the lot to ensure parking tags are displayed
in window areas
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OPERATIONS MANUAL
PHONE ANSWERING
As this may be the first contact the caller has with Sports Force Parks, it is important to make a positive and
professional first impression.
Key points to keep in mind as you answer the phone:
o This is a touch point for our company and our brand
o Always answer with a smile, kind tone, and remain courteous at all times
o Always answer any work-related phone call on your cell phone with the same professionalism
POLICY
SCRIPT FOR ANSWERING PHONES
Answering phone call at Sports Force Parks ___your park name_____
o “Good morning/afternoon, this is _insert name___ with Sports Force Park ---your park name____. How
may I help you?”
Answering work related phone call on your cell phone
o Hello, this is ___________, how may I help you?
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Packet Pg. 82 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
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OPERATIONS MANUAL
FACILITY RULES:
Sports Force Parks Rules are established and enforced to help ensure guest safety while participating in events
at our facilities. It is each Team Member’s responsibility to help enforce the rules and address any violations
appropriately and immediately. Sports Force Park’s team members reserve the right to refuse service to any
participant and/or spectator who violates any policy, procedure or engages in any verbal and/or physical abuse
of the Sports Complex or its team members.
UNAUTHORIZED USERS WILL BE ASKED TO LEAVE.
OUTSIDE FOOD & BEVERAGE
NO unauthorized outside food or beverage is allowed on property at Sports Force Parks
COOLER POLICY
o Only coolers with ice are permitted (they may have their towels in there)
o Permitted items besides ice are: medications, baby food/formula
o Any other item will need to be kept in vehicle
o All coolers, wagons, strollers, and buggies will be checked for content
Controlling
o Check point for all coolers, wagons, strollers, and buggies
o Front gate leads will mention that they must get the above checked
o Need strong personality at gates to conduct checks
o Preferred verbiage to use:
“Sports Force Parks have a no outside food or beverage policy. While you are allowed to bring in a
cooler with ice, you are not permitted to bring in cases of beverages. Please leave cases of
beverages, and other items in your vehicle”.
PET POLICY
NO PETS, ONLY Service animals are allowed on property at Sports Force Parks
TOBACCO POLICY
Smoking and other tobacco products, including d-cigarettes, are allowed ONLY in designated smoking
areas
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Packet Pg. 83 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
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OPERATIONS MANUAL
TOURNAMENTS
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Packet Pg. 84 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
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OPERATIONS MANUAL
MANAGER’S TOURNAMENT CHECKLIST
To ensure coordinators collect all of the necessary information for a smooth team check-in prior to the tournament,
please refer to the Manager’s Checklist of information below.
MANAGER’S CHECKLIST
o Tournament Payment via LeagueApps
o Hotel booking (if non-local)
o Team Roster through LeagueApps account (SFP tournaments) or through our Tournament Partner
o Insurance Certificate with 3 entities listed as “Additional Insured”, NOT NAMED INSURED
o IE Sample for Vicksburg: Sports Force Parks on the Mississippi
▪ Sports Force Parks Vicksburg, LLC
▪ Sports Fields, Inc.
▪ City of Vicksburg, MS
o Parental Waiver through DocuSign
o Coaches are required to have player Birth Certificates on site during tournament but ARE NOT required to
send them to us.
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OPERATIONS MANUAL
AMBASSADOR PROGRAM
Ambassador Reference
A mbassadors are team coaches who help us spread the word about the power of Sports Force Parks .
These accomplished men and women use their voice to spread a positive message about our facilities
and identify and recruit teams, assisting SRP to ensure each tournament i s a success .
Who:
SFP Sports Coordinators, identify contacts who you think would be good coaches to ask to be part
of the SFP Ambassador Program. Reach out to those coaches
Goal:
At least four coaches per sport
Sports:
Baseball, Soccer, Softball and Lacrosse
What Ambassadors Receive:
o Provide Wind Shirts with SFP logo with “Ambassador” on them
o At Coaches Conventions or at some other time during the year give away the SFP
Coach/Ambassador of the Year Award per sport.
o If/When possible take them out to dinner.
Expectations:
Be our cheerleaders, talk up the park, get other teams to sign up for tournaments
Incentives:
o New Teams Only (Teams that have not played in a tournament at SFP)
▪ 5 to 9 Teams = 50% off one weekend tournament fee for their team
▪ 10+ Teams = 100% off one weekend tournament fee for their team
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OPERATIONS MANUAL
FILLER-ADD TEAM SOP
Procuring Filler/ Add teams for TOURNAMENTS when the need arise to replace or fill a bracket for competitive
and/or tournament experience
Sports Coordinator
When the need arises to fill/add teams for scheduled tournament:
o A team drops out of tournament after paying their deposit which is forfeited
o At a predetermined date (outlines based on seasonality) the need exists to fill a bracket to create
competitive balance
PCY
Filler/ Add Team Action Steps
If team drops out and does not receive a refund of their deposit
o We exhaust the wait list teams first
▪ They are offered to play at full price
• Offer minus the $350.00 deposit
• Partner with Sales team or GM about other solutions
o Fill with a local* team as price to cover game costs
(Officials, Awards and Balls) at a cost of $250.00
Work the list to give all filler/add teams that we have a relationship with, ample oppo rtunity to play
i.e. When a team accepts the filler/add spot, they would be the last team called the next time an opportunity
presents itself.
Can always contact younger teams that may want to play up an age group if all other solutions are
exhausted. May have a competitive team looking for a challenge to compete at a higher level of play.
Filler/ Add Team Action Steps
If we need teams to balance a bracket
o At predetermined date (2, 3 or 4 weeks out), or at the direction of the Sales team or GM, we reach
out to the network of local* coaches
o Fill with a local* team as price to cover game costs
(Officials, Awards and Balls) at a cost of $250.00
*Local is considered within a 60-mile radius- or those who would not need hotels*
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Packet Pg. 87 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
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OPERATIONS MANUAL
PHONE SCRIPT FOR TOURNAMENT REGISTRATION
ASSISTANCE
To ensure team coordinators are consistent with phone calls to coaches regarding their registration and team
manager’s check list
Team Coordinator
o Reach out to teams when missing parts of the manager’s check list
o Create list of missing pieces of manager’s check list
o Verify teams have secured their lodging through Traveling Teams
o Remind them to use out portal for additional Cedar Point tickets for family, friends and coaches
Phone Call Script
o Initial Call- Leave a Message
Hello, this is ________________ with Sports Force Parks (your location).
I am following up on your registration for the ___________________ with us this season.
I want to make sure your planning and preparation goes smoothly.
Feel free to give me a call back at ______________ ext. ______ when you have a minute and we can go
over everything. Thanks for your time, and we look forward to hosting your team this season!
o Initial Call- Speaking with Coach
Hello, this is ________________ with Sports Force Parks ___your park location__.
I am following up on your registration for the ___________________ with us this season.
I want to make sure your planning and preparation goes smoothly.
There are a few pieces we need to complete your managers checklist before arriving to Sports Force
Parks (your location).
The documents we need are ________________, ____________, and _____________.
▪ Explain any documents they have questions regarding.
▪ If they have not booked hotels, speak about booking with Traveling Teams before rooms sell out.
If you have any other questions, please feel free to give us a call.
Thanks for your time, we look forward to having your team this season.
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Packet Pg. 88 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
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OPERATIONS MANUAL
PHONE SCRIPT FOR TOURNAMENT REGISTRATION
ASSISTANCE CONT’D
Missing pieces of Manager’s Check List
o Be familiar with the manager’s check list that needs to be submitted before teams arrive
o Have list created before initial call so team can be notified in one phone call
▪ Tournament Payment via LeagueApps
▪ Hotel booking (if non-local)
▪ Team Roster through LeagueApps account (SFP tournaments) or through our Tournament Partner
o Insurance Certificate with 3 entities listed as “Additional Insured”, NOT NAMED INSURED
▪ Sports Force Parks (your laoctaion).
▪ Sports Fields, Inc.
▪ Other entities based on location.
o Parental Waiver through DocuSign or park specific online program.
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Packet Pg. 89 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
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OPERATIONS MANUAL
MAIL CHIMP
Sports Force Parks utilizes Mail Chimp to distribute mass emails. Please utilize the following instructions for
compiling the emails.
Amenities and Event Coordinators
o Every Thursday, email blasts will be sent out to parents
o Coordinators will download appropriate data from DocuSign and create/edit Lists in MailChimp
o Existing templates will be utilized to send email blasts
o Edit templates based on tournament details
All Coordinators
o Understand how to download data from DocuSign and create/edit Lists in MailChimp
o Understand how to edit and use existing templates in MailChimp to send weekly emails
o Send email blasts if Amenities or Event Coordinator is unavailable
POLICY
Email blasts to parents will be sent on Thursdays. Emails are sent out 4 weeks, 3 weeks, 2
weeks, 1 week in advance and week of or the Code of Conduct email and thank you email
on Thursdays. Dates are pre-determined in Drop Box under Calendars.
4 Weeks out Email
o This is the first email blast parents will receive
o There are no edits to this template
3 Weeks out Email
o This is the second email blast parents will receive
o There are edits to make in this template
o Tournament Logo needs to be changed according to the tournament being advertised
▪ Open template, click on image
▪ c, select Replace
▪ Select Upload
▪ Find correct tournament logo in Drop Box, select the PNG image
▪ Select Open
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OPERATIONS MANUAL
MAIL CHIMP CONT’D
o Once the logo is uploaded, if there is a yellow warning image, the image needs to be resized
▪ To resize, select Edit, and Resize
▪ Change width to 600 and select Apply, then save
▪ The image will be successfully changed
o Tournament pre-sale deadline will need adjusted
▪ Check the Email Blast Calendar to see pre-determined deadline
▪ Select the tournament logo
▪ In the right dialogue box, edit the text
▪ Enter in the correct deadline
▪ Select Save & Close
o No more edits will be made to this template
2 Weeks out Email
This is the third email blast parents will receive
o There are edits to make in this template
o Tournament pre-sale deadline will need adjusted
▪ Check the Email Blast Calendar to see pre-determined deadline
▪ Select the image of the Custom Threads Tournament Apparel trailer
▪ In the right dialogue box, edit the text
▪ Enter in the correct deadline
▪ Select Save & Close
o No more edits will be made to this template
1 Week out Email
o This is the fourth email blast parents will receive
o There are no edits to this template
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OPERATIONS MANUAL
MAIL CHIMP CONT’D
Two Days before Event (Code of Conduct)
o This is the fifth email blast parents will receive
o There are no edits to this email
Thank You Email
o This is the final email parents will receive
o There are edits to make in this template
o Tournament Logo needs to be changed according to the tournament being advertised
▪ Open template, click on image
▪ c, select Replace
▪ Select Upload
▪ Find correct tournament logo in Drop Box, select the PNG image
▪ Select Open
o Once the logo is uploaded, if there is a yellow warning image, the image needs to be resized
▪ To resize, select Edit, and Resize
▪ Change width to 600 and select Apply, then save
▪ The image will be successfully changed
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Packet Pg. 92 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
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OPERATIONS MANUAL
MAIL CHIMP CONT’D
Lists
One list will be created for each tournament (4 weeks out email blasts)
o Using DocuSign, download all parental waivers
o Filter through DocuSign for correct tournament participants
o Rearrange the downloaded list to have the following order
▪ Email, Last Name, First Name
o Separate the column of First Name and Last Name into their own columns
▪ First click on the column with both First and Last Name
▪ Select Data tab
▪ Select Text to Columns
▪ Select Delimited, and select Next
▪ Select Tab, and Space, followed by Next
▪ General should be the only item selected
▪ Select Finish
o Read through the list and make appropriate changes to have only two columns
▪ Some names (John Doe III, or Jane R. Doe) will take up three columns or more, edit
the columns to utilize only two columns (add suffix to last name column, delete
middle initial, etc.)
o Copy Email, First Name, and Last Name
▪ Log into MailChimp
▪ Select Lists
▪ Select Create List (twice)
▪ Fill in appropriate data for List Details
▪ Change Contact info to park specific info
▪ Select Save
▪ Select Add Contacts
▪ From the dropdown menu, select Import Contacts
▪ Select Copy/paste from file and select Next
▪ Paste in Email Address, First Name, and Last Name
▪ Select I understand that my billing plan by be automatically upgraded and select Next
▪ Edit the column headers selecting Save in each column, followed by Next
▪ Subscribed should be selected, then Select Import
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OPERATIONS MANUAL
MAIL CHIMP CONT’D
Lists that are already created will have contacts added each week (3 weeks out- thank you
email blasts)
o Log into MailChimp
▪ Select Lists
▪ Select the appropriate tournament list that needs to have contacts added
▪ Select Add Contacts
▪ From the dropdown menu, select Import Contact
▪ Select Copy/paste from file and select Next
▪ Paste in Email Address, First Name, and Last Name
▪ Select I understand that my billing plan by be automatically upgraded and
select Next
▪ Edit the column headers selecting Save in each column, followed by Next
▪ Subscribed should be selected, then Select Import
Sending Email Blasts
After updating Lists from DocuSign, select the appropriate template
o Make sure template has been edited to the appropriate information
o Select the dropdown menu located to the right of the template and select Create Campaign
o Change the title to the tournament name
o Edit the To, From, and Subject rows
▪ In the To field, select the appropriate list, select Personalize the “TO” Field
with first name, select Save
▪ From field should contain Sports Force Parks for name and your email, select
Save
▪ Subject field should be titles what email you are sending, and a preview text
should be entered
▪ Subject: Three Weeks until the SFP Spring Kickoff
▪ Preview text: We are excited to share that ……….
o Send a test email to General Manager and yourself
o After approval, select Send in the top right corner
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Packet Pg. 94 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
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OPERATIONS MANUAL
INCLEMENT WEATHER POLICY
Sports Force Parks is committed to keeping all athletes, guests, and staff safe, including from the dangers
of weather and environment. It is important to know the harms, risks, and appropriate ways to react to a
weather emergency or situation. Knowing when to seek shelter and recognizing potential weather hazard
us essential. The following are the policies and procedures that should be followed in the event of
inclement weather.
Responsibility
All Staff
• In event of emergency, dial 9-911 from any landline, or 911 from a cell phone
o Explain what is happening, and the location
• Local Police ________________________________________
• Local Fire Department ________________________________
• Electric Company ___________________________________
• Gas Company ______________________________________
General Manager- ___________________________________
Park Superintendent-_________________________________
General Manager
o The General Manager must maintain a current Park Emergency Contact List
o Retain one copy in a secure Location in the General Manager’s Office
o Retain a second copy (or electronic equivalent) off-site in a secure location
Emergency Preparedness
o The General Manager is responsible for the implementation and training of park specific
emergency procedures
o All team members must be thoroughly familiar with all emergency procedures
o The Manager on Duty will act as the park’s point of contact in the event of a disaster
▪ They are responsible for all decisions relating to guest and employee safety
▪ They must know to follow proper contact procedures at all times
o Each park must perform emergency evacuation drills quarterly when the park is in operation- January,
April, July and October; in addition, before the first tournament of the opening month
Exit Locations/ Park Map
Identify from Park Map
o Emergency Exits
o Emergency Evacuations Assembly Area
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Packet Pg. 95 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
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OPERATIONS MANUAL
INCLEMENT WEATHER POLICY CONT’D
Safe Shelter Area
o Each park must designate a “safe shelter” inside the park where team members and guest should
congregate in case of an emergency
o Safe shelters should be located away from glass, mirrors, and heavy objects which could fall, or
move the objects to the floor
o The area should be concrete reinforced if possible, or at least sheltered by ceiling and walls
Sports Force Parks - Safe Shelter for Lightning
o Guests should evacuate to cars
o In the event of a camp or case cars are not on site, they are to go to nearest building
o Restrooms, Locker Room, Maintenance Building, or Tournament Central
Assembly Area
o Designate an Assembly area outside the park, at least 500 feet away
o This is where all team members should meet following an emergency
Evacuation
o Announce evacuation directions using the overhead PA system
“Attention guests. We have received notification requiring us to evacuate the park. Please
leave the park immediately, moving in a calm, orderly fashion to the neatest park exit. We
appreciate your understanding and cooperation.”
o Establish that the park has been cleared of all team members and guests
o If no threat to safety, secure cash registers/ POS locations and lock buildings and gates
o Manager on Duty should take the following items upon exit:
▪ Team Member contact information
▪ Team Member schedules
▪ Emergency Procedures
▪ First-Aid Kit
o Account for all team members at tournament central and/or at maintenance building
o Provide first-aid kits for any injured team members or guests
o Assign a manager or lead to ensure no unauthorized re-entry into the park
o Refer any media requests to bstorm@fields-inc.com
o Maintain clear access to the park for emergency responders
o Communicate situation status to Regional Manager and General Manager if not on site
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OPERATIONS MANUAL
INCLEMENT WEATHER POLICY CONT’D
Advance Preparation
o Understand the types of disasters for which your park is vulnerable
o Know which team members on staff are trained in basic first-aid, CPR, AED and fire extinguisher
use
o Prepare a pocket phone list of all park managers, region manager, local first responders and utility
numbers and have at Tournament Central, Locker Room, Ticket Shack, and Maintenance Building
o Prepare and maintain an emergency contact list of all team members phone numbers that is
accessible inside and outside the park location
o Monitor the Weather Sentry application if a weather emergency has occurred
▪ When signal sounds, listen for severe weather alerts and instructions
▪ Have backup batteries of air horns
o Maintain a fully stocked First-Aid and Blood Borne Pathogens kit
o Ensure all managers know the location and operation of ventilation, gas, water, electric, and
sprinkler systems
o Managers understand what types and how to operate electrical equipment in the park- power
doors, electric overhead doors, light systems
o Fire extinguishers are provided but not intended for team members use unless the team member
is trained on proper operation and the hazards involved in fighting a fire
o All managers must know the location of all the fire extinguishers.
▪ Hourly team members should know location of two closest fire extinguishers near their
work area
o Managers must inspect fire extinguishers quarterly and ensure they are tested annually by the
contracted service
o Managers must test manual operation if power is out
o Ensure flashlights are working and available in each building. Also ensure backup batteries are
available
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Packet Pg. 97 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
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OPERATIONS MANUAL
INCLEMENT WEATHER POLICY CONT’D
Notification
The Manager on duty will immediately notify the following people (as conditions permit) when any
emergency occurred or weather impacts park operations.
o Notify the General Manager:
▪ An emergency affecting park operations for an extended period of time is suspected or
discovered
▪ Expected hazardous conditions threaten the ability for team members and guests to
travel.
o Notify Team Members after an emergency when:
▪ Conditions permitting, attempt to contact all team members scheduled to work to inform
them of the park closure status.
o Notify Guests after an emergency when:
▪ Conditions permitting, post signs at each entrance indicating park closure status.
General Damage
When there is high value property damage caused by weather, fire, or other destructive forces to building,
fixtures, and/or inventory, the Manager on Duty must immediately notify Perkins Police department, the
General Manger and Regional Manager.
o After the police department has written a report and with approval from Regional Manager, take
necessary measures to secure the park, assets and inventory from further damage. This may
include:
▪ Removing inventory from the building and securing it in off-site storage
▪ Contacting the proper authorities or outside vendors for assistance with clean up and
damage control
▪ Photographing all damage for insurance purposes
▪ Maintaining accurate records of all expenses necessary to protect the property
▪ Identifying and separating damaged goods
▪ Cooperating with designated insurance carriers to investigate claims
▪ Diverting all public relations issues to bstorm@fields-inc.com
▪ Partner with the Manager for emergency recovery and clean up services.
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OPERATIONS MANUAL
WEATHER REFUND POLICY
SELF-OPERATED EVENT
In the rare event weather impacts the tournament schedule and requires Sports Force Park officials to cancel (not
postpone) scheduled games, our weather refund policy allows teams to receive a full or partial refund of their
tournament entry fee, based on the following breakdown –
3 Game Format 4 Game Format 6+ Game Format
Play 0 Games: Full Refund Play 0 Games: Full Refund Play 0 Games: Full Refund
Play 1 Game: 50% Credit Play 1 Game: 70% Credit Play 1 Game: 75% Credit
Play 2 Games: 25% Credit Play 2 Games: 40% Credit Play 2 Games: 60% Credit
Play 3 Games: 20% Credit Play 3 Games: 45% Credit
Play 4 Games: 25% Credit
Play 5 Games: 10% Credit
FACILITY RENTAL EVENT
In the event that
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Packet Pg. 99 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
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OPERATIONS MANUAL
BIRTH CERTIFICATES
Sports Force Parks policy requires all coaches to have player Birth Certificates on site during the tournament but
ARE NOT required to send them to us prior to the event.
CLEATS
Players may wear sneakers, turf shoes, or molded cleats, but metal cleats are NOT allowed on the turf
fields.
POST TOURNAMENT REPORTING
After each completed tournament, there are a number of close out steps that need to be taken immediately.
Sports Force Parks Tournament (No Partner Organizations)
1) Complete the post-tournament budget worksheet, located on Dropbox.
2) Complete the umpire or referee settlement.
3) Send out the post-tournament email to attendees 1 day after the tournament.
Partner Tournament
1) Complete the post-tournament budget worksheet, located on Dropbox.
2) Complete the umpire or referee settlement.
3) Complete the settlement report worksheet, located on Dropbox.
4) Send the post tournament email to attendees 1 day after the tournament.
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OPERATIONS MANUAL
OPERATIONS
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OPERATIONS MANUAL
DEPOSIT/SPONSORSHIP/PAYMENT
To ensure proper reporting and accountability for payments received at SFP for business transactions
Full-time Staff
o Follow procedure for completing transactions
o Follow proper steps to complete processes
General Manager
o Ensure all FT staff is trained on this process
o Hold accountable to any variances
All Payments received in park are to be captured in the POS system
o Payments made in park may include but are not limited to:
▪ Sponsorship Payments
▪ Hotel Commissions
▪ Vendor Commissions
▪ Tournament Deposits
▪ Game Cost Refunds
▪ Any Other payment received against any invoice
▪ NOTE: Before processing make sure is for your specific park
o Process
▪ Ring a transaction on the POS
▪ Choose the correct category for the payment
▪ Enter the amount > choose OK
▪ Choose the Item in the product list screen on the right side of the transaction screen
▪ A dialog box opens
▪ Choose Add Special Instructions
▪ Enter the following information
▪ Who the Payment is from and information if applicable
• Name of Sponsor and Year
• Team Name, including age group and tournament
• Any Commission payment include business and event/tournament name
• Rebate payment include business and event/tournament name
• If any other payment supply as much information as available
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OPERATIONS MANUAL
DEPOSIT/SPONSORSHIP/PAYMENT CONT’D
▪ Choose ADD
▪ Complete the transaction per policy
▪ Staple the receipt to any received paperwork, copy of agreements, check stub
▪ Paperwork is to be kept with daily sales records filings
▪ Balance till per policy
▪ Deposit payment per policy
Completing the Transaction
o Tournament Deposits
▪ Record payment properly in Registration Platform
▪ File any paperwork
o Sponsorship Payments
▪ Scan all paperwork and email to:
▪ GM, Regional Manager, Business Development, Partnership Developer, Accounting
▪ As of this policy in 2019:
▪ > Park GM, Will Spence, Jim Arnold, Partner Developer, Jan Ivey, Mandi Martin
o Hotel Commissions
▪ Scan all paperwork and email to:
▪ GM, Regional Manager, Business Analyst, Sales, Accounting
▪ As of this policy in 2019:
▪ > Park GM, Will Spence, Eric McCafferty, Jan Ivey, Mandi Martin
o All Other Commissions, Game Cost Refunds or Rebates
▪ Scan all paperwork and email to:
▪ GM, Regional Manager, Accounting
▪ As of this policy in 2019:
▪ > Park GM, Will Spence, Jan Ivey, Mandi Martin
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OPERATIONS MANUAL
PAYABLE VENDOR INVOICE CREATION PROCESS
To ensure proper reporting and accountability for payments received at SFP for business transactions
Responsibility
General Manager/Park Superintendent
o Collect Invoices to be paid by business unit and submit and code in a timely manner
o Accountable to accuracy and proper coding
o Submitted weekly via mail to directed method of delivery
All Invoices to be paid by business unit
o All invoices are to be hard copy
o All invoices are to be approved in the following format
▪ Approval Signature
• (General Manager, FM Superintendent, Corp Staff)
▪ Business Unit
• (Park Location)
▪ Date
▪ Chart of Accounts number
• (Refer to current Chart of Accounts)
Retain copy for your recorder
o Scan to Drop Box
o File In park financials folder by year
Mail to:
Jan Ivey
501 Ralph Garrison Rd.
Jefferson, GA 30549
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OPERATIONS MANUAL
VENDOR INVOICE CREATION PROCESS
To ensure proper reporting and accountability for payments received at SFP for business transactions
Responsibility
General Manager
o Ensure proper staff is trained to create invoices in a timely manner
o Accountable to accuracy and proper coding
o Submitted as needed, within 48 hours post event, or in advance if possible
All Invoices to be created by business unit
o Access Fields Inc. intranet at http://www.fieldsforce.net
o Standards, Policies and Forms choose:
o SFP Invoice Generator
▪ Complete Form including all required fields
▪ Choose correct business unit
▪ Enter Invoice date
▪ Enter amount
▪ Enter and terms
(if none type NA)
▪ Choose Net
• (when due)
▪ Select proper account code
• If other type correct chart of accounts code
▪ Notes
• (Include any important notes including any breakdown that may support the total
amount)
▪ Submit
▪ An electronic copy will be sent to you, the GM, RM and the appropriate accounting team member
Retain copy of email
o Keep a copy for your records
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OPERATIONS MANUAL
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OPERATIONS MANUAL
LOST AND FOUND
To ensure lost items are stored and documented properly within Sports Force Parks
Responsibility
Staff
o Turn in lost items to a manager or coordinator at Tournament Central
Coordinator or Manager
o Lost items with unknown owner need to be placed in appropriate area based on value of items
o For items over $20 value fill out Lost and Found Log to ensure items are documented
o Notify coordinator or manager who is in Tournament Central
o For items less than $20 value (unless cash) store in TC in a tote for the duration of the tournament
Handling Lost and Found Items
Occasionally you or a guest will find an item that was lost in the park. These items include, but are not limited to:
handbags, wallets, cash cell phones, sporting goods, etc. Sometimes you will be able to determine the owner, and
contact the owner. At other times, you may not be able to determine the owner. When unable to determine order,
follow this process:
Found Items valued less than $20 (unless cash)
o Give the item to the area supervisor or full-time staff on duty.
o The supervisor or full-time staff is to then put the item in the L & F storage bin in TC.
o If able to determine owner
o The supervisor or full-time staff is to notify the owner of the recovered property immediately
o If unable to determine owner
o Place the property in the L & F storage bin in TC.
o If item is not claimed after 30 days, the item can be turned over to the finder or donated to a local
organization at the discretion of the general manager.
Found items valued more than $20
o Give the item to the area supervisor or full-time staff on duty.
o The supervisor or full-time staff is to then list the item on the “Lost and Found” log. Include date and
location where item was found, and who found the item,
as well as who secured the item.
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OPERATIONS MANUAL
LOST AND FOUND CONT’D
o If able to determine owner
▪ The supervisor or full-time staff is to notify the owner of the recovered property immediately
o If unable to determine owner
▪ Place the property in the safe for ten days. If an item is too large to fit in the safe, area supervisor or
full-
▪ time staff who receives the item must place the property in the locked storage bin until the item is
▪ returned to the owner
▪ If the item is not claimed by the owner within ten days the item will be turned over to the local police
▪ Under no circumstances may an item valued at $20 or greater be turned over to the finder
unless the police departments returns the property to that individual
Exception
o Credit cards must be handled as described on the card itself
o Licenses and ID Cards should be sent via certified mail to the name and address printed on the ID card
after attempts have been made to contact the individual
Any member of management can return a lost item to the owner when they arrive to claim their property
General Manager is responsible for keeping all lost and found items current and handling the final disposition of
the unclaimed property.
Failure to follow lost and found procedures may result in disciplinary action up to and including termination
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OPERATIONS MANUAL
CASH HANDLING POLICY WITH WEIGHING
Overview
To ensure proper handling of cash flow within Sports Force Parks
Responsibility
Full-time Staff
o Creating a safe environment for conducting safe counts and prepping and closing tills for the business
o Follow procedure for completing a safe count and setting tills
o Following rotations for transporting tills for safety, and efficiency
Lead or Additional Full-time Staff
o Assisting full-time staff in safe counts
o Assisting with transportation of tills
Opening
o A part-time team member is permitted to be in the safe room accompanied by a full-time staff member
o The door must remain closed for the entire duration of the safe being opened
o The safe must be counted each time cash is being added or removed from the safe
o Total cash in the safe is the tills and the safe cash
o Using the weighing machine, weigh the tills and the petty cash
▪ Print the count from the weighing machine, initial the bottom, and staple to the Safe Count Form
o Complete the Safe Count Form
o Only transport tills needed for that day-
▪ Transport tills in green bag, sealed
▪ Two employees must be present in order to transport tills
▪ Transporting tills order:
• Ticket office> mobiles then is a sequential order to be as efficient as possible
• Upon leaving each location, lock the location if staff is not present to remain
Location Deposits
o When a specific location closes, a member of full-time staff and another staff member will shut down the
location
o The full-time staff member will close out the tills with the other staff member completes closing procedures
o The full-time staff member will verify the till is as the correct amount provided by Revel
o After closing procedures have been finished, the two staff members will lock the location, and take the till
in a green sealed bag back to the safe room
CASH HANDLING POLICY WITH WEIGHING CONT’D
o The full-time staff member will balance the till to $300/$500 and complete a small deposit
▪ Use the weighing machine to verify that the cash till is at the amount labeled on the till drawer
▪ Print the count, initial, and place into the till drawer
o The small deposit with the receipt from Revel will go into a small white bag, sealed and then
dropped into the safe
o Repeat these steps for all tills
POLICY
Final Deposit
o Final deposit is to be created the following day
o Two full-time staff members will create the final deposit
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OPERATIONS MANUAL
o One staff member will collect all the small deposit bags and combine them, then begin weighing the deposit
o The other staff member will collect all receipts from the small deposit bags and total them together
o Once the first staff member determines the amount of currency, they will tell the second member if that is
the amount represented by all the receipts
▪ If the totals do not match, the full-time staff members will switch roles and repeat the counting
process
▪ If they still do not agree on a total, they should investigate the receipts and other areas where
currency may have been missed
• i.e. Reweigh the entire safe
▪ If problem still occurs, consult General Manager
o Create a large deposit with a colored top
o Fill out deposit slip, add initials and bag number at the bottom of the deposit slip
o Place top deposit slip into the deposit bag and seal.
o Attach carbon copy to the receipts from the small deposit bags and file with the current day folder
*Retain for one year
Safe Drop Throughout the Day
At times there will be too much money in the till to safely manage the drawer. Follow the appropriate steps as
outlined:
o A lead or full-time staff member will perform safe drop
o It is required to have two people present to perform safe drops
o Log into register, open the cash drawer, and take out the over flowing money
o Take money to the safe room and weigh the money, print the count, initial, and place into small deposit bag
o Log back into register, and select current till
o Select cash drop
o Enter in the total amount that was removed from till
o Shut register drawer when it opens
o File receipt with daily paperwork
Change Throughout the Day
o Team members will notify a full-time staff member
o The full-time staff member will complete a paid out to accommodate for the change needed
▪ Tills, Paid Out, Enter the amount being removed
o Take cash in a money bag and retrieve from safe
o Complete paid in and put the change into the till
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OPERATIONS MANUAL
EMPLOYEE BREAK POLICY
To accommodate the needs of our customers and the seasonality of our business, your work schedule may
vary from week to week. Work schedules are posted weekly in each park, and it’s your responsibility to know
the days/times you are scheduled to work each week. Deviations from the posted schedule are not permitted
unless they are pre-approved by a member of park management. Time Off requests are due one month in
advance of the requested date.
Taking Breaks
Employees should obtain authorization from your Manager/Coordinator/Supervisor prior to taking a break in order
to ensure adequate coverage for your area during your absence. You will receive periodic paid breaks according
to the following guidelines:
o You should not record an in/out time in conjunction with your paid breaks.
o You must remain on the premises while on a paid break. You can smoke outside on your break as long
as you do so in the designated smoking areas for your location.
o Your paid breaks cannot be broken up into multiple shorter breaks, and you cannot combine multiple
paid breaks into one paid break of a longer duration. Also, paid breaks cannot be combined with unpaid
meal periods.
Some states have break period requirements that vary from these guidelines and those requirements will be
followed. If you have a question about break period guidelines for your location, refer to your applicable state -
specific supplement of the Associate Handbook or contact your Manager or Human Resources for further
information.
Meal Periods
Depending on the length of your scheduled shift, employees may also be eligible for an unpaid meal period.
Employees should obtain authorization from your Manager/Coordinator prior to taking a meal period in order to
ensure adequate coverage for you during your absence.
Meal periods are regulated by state law and may vary from state to state. Employees should refer to the state -
specific supplement for meal period requirements in your state. If you have a question about the specific meal
period guidelines for your location, contact your Manager or Human Resources for further information. The
following guidelines apply to all unpaid meal periods:
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OPERATIONS MANUAL
EMPLOYEE BREAK POLICY CONT’D
• Record an in/out time in conjunction with your unpaid meal periods.
• Employee meals are not permitted to eat within the Park. Meals may be purchase from the food
vendors on site or from vending machines located in the employee breakroom, but must be consumed
in the employee break areas
• Employees do not have to remain on the premises while on an unpaid meal period.
• Meal periods may not be used to reduce the workday or combined with other breaks.
• If you are asked to perform work of any kind while you are clocked out for your unpaid meal period, you
must clock back in before performing the work. If you are not able to do so for any reason, you must
notify a Manager/Coordinator as soon as possible so your time worked is recorded.
SPORTS FORCE PARKS do not offer “smoke breaks” or additional time off periods other than those described
above.
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OPERATIONS MANUAL
FORCE ALL -STARS
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OPERATIONS MANUAL
FORCE ALL-STARS VOLUNTEER DESCRIPTION
Volunteer Information
Be a part of a great STAFF!
“Be part of something bigger than yourself”
Sports Force Parks seeks high-quality, dedicated staff for our Force All-Stars program. You’ll help run our
Force All-Stars Baseball and Kickball Leagues in the months of April, May and June. You’ll discover just how
rewarding it can be to serve others.
Volunteer at Sports Force Parks!
Some benefits of volunteering for the Force All-Stars include:
o Having fun and enjoying our awesome facility.
o Receiving community service/ volunteer hours for school.
o Preparing you for a future in Education or Special Education programs.
o Helping make a difference in the lives of others.
Qualifications
o Staff must be at least 14 years old to apply for a volunteer position at Sports Force Parks.
o All staff that turn in an application will be required to do a phone interview or attend an in-person
interview with the Adaptive Programming Coordinator.
o If hired, staff will also be required to attend Staff Training.
Job Title: Force All-Stars Volunteer
Assist Sports Force Parks full-time employees run sporting events for kids with special needs. Volunteers will
be on the field, setting up games, organizing teams and helping where needed. Need to be outgoing, friendly,
patient and helpful. Need to be dressed properly in sportswear and closed-toe shoes.
FAQS About Volunteering for the Force All-Stars:
What kind of people do you look for to be staff?
The answer is, all kinds! Because we do not serve only one type of athlete, we do not look for one
specific type of person to work here. Special needs experience is great, but really, we want people who
are ready to spend their summers serving others and giving our kids the time of their life! We can teach just
about anyone the ins and outs of the program, but we can’t teach people to care.
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FORCE ALL-STARS VOLUNTEER DESCRIPTION CONT’D
Do I have to attend the staff training?
Yes- we hope and try to have everyone at staff training! It’s important to know what to expect and what is
expected from you.
What do we do in staff training?
We go over the curriculum and how to best help the athletes. We try making training fun, active, and
educational.
Do I need to work every session?
No; because this is a volunteer position, we appreciate you giving any time that you an. However, we
appreciate advance notice of when you will not be in attendance, so we can staff properly.
Do we work in the same sport each week?
The sports will change from month to month. We will host baseball in April and May and kickball in June.
Questions?
Contact Mitch Sweet, Program Coordinator
419-502-2524
msweet@sportsforceparks.com
*Add option for online donation to Adaptive Program!
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OPERATIONS MANUAL
FORCE ALL-STARS HANDBOOK
Dear Volunteer,
Sports Force Parks Force All-Stars is a free program for area kids with special needs and without the help of
volunteers like you, we would not be able to provide this wonderful program. Thank you for volunteering!
Every summer, Force All-Stars come together, with their families, to have fun and hone their athletic skills.
This volunteer handbook will give you some basic information about Force All-Stars as well as information
about volunteering and working with athletes. Please do not hesitate to ask questions or call the Sports Force
Parks office if you have comments or concerns.
Again, we thank you for giving your time to Force All-Stars. Enjoy the experience!
Sincerely,
Signature
Name
Force All-Stars Coordinator
Sports Force Parks
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OPERATIONS MANUAL
FORCE ALL-STARS HANDBOOK CONT’D
What are Force All-Stars?
The mission of Force All-Stars is to provide sports training and athletic competition for children with special
needs, giving them continuing opportunities to develop physical fitness, demonstrate courage, experience
joy and participate in the sharing of gifts, skills and friendship with their families, other Force All-Stars
athletes and the community.
When did Force All-Stars begin?
Force All-Stars began in the Spring of 2017 during the inaugural season of Sports Force Parks at Cedar
Point Sports Center. Sports Force Parks is all-inclusive and wants to create the same experience for all
children.
President and CEO of Sports Force Parks, Brian Storm, built the Adaptive Baseball Field, front and center of
the facility, so that it was the first thing people saw when they arrived. The Adaptive Program is a passion
and mission of Mr. Storm, along with the entire staff. The first season of Force All-Stars included a dedicated
group of around 20 local athletes and the program is looking to build upon itself every year.
Force All-Stars as a whole:
Local Level:
Force All-Stars at SFP is a community-based organization located in each park. You can work one-on-one
with an athlete in your community as a volunteer in the sports leagues, or you can assist with our Adaptive
Programming special events and camps.
National Level:
Sports Force Parks will instill a Force All-Stars program at all future parks.
What sports are offered?
As of now, Force All-Stars is a three-month program, which includes baseball and soccer. More sports will
be offered in the future. Along with sport programs, Sports Force Parks offers a variety of activities for the
kids to enjoy, Sports Force Parks also has two playgrounds: The Pros and The Minors. Our playgrounds are
ADA-accessible and include sports-specific features for kids of all ages!
.
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FORCE ALL-STARS HANDBOOK CONT’D
Who is eligible to participate?
Any child with special needs is eligible to participate in Force All-Stars. The program also encourages family
members to participate as well, so they can enjoy the experience with their loved ones.
Working with Athletes
o You represent Force All-Stars and Sports Force Parks while you perform your assignment as a
volunteer. You will be asked to show photo identification upon application, wear your name tag
visibly at all times and conduct yourself in a professional manner relating to athletes, other
volunteers, families, the general public and the media.
o Talk with the athletes in the same way you would to any other person. Use conversational tone, give
individual eye contact, and let the person know that you are interested in them. Always assume that
the person understands what you are saying.
o Some athletes will be very outgoing, others are shy and reserved. Have patience and respect for
them as individuals. All athletes enjoy being congratulated after an event with a “high five”,
handshake, a pat on the back or a hug if initiated by the athlete.
o Use the term athletes rather than kids.
You will find that most athletes whom you will meet will be very friendly and will enjoy your attention. Along
with fun, we try to encourage behavior that is appropriate to sports events. If you have questions, just
remember that behavior that is not appropriate among non-special needs persons is not appropriate among
persons with special needs either. Enjoy the warm interactions that are part of the Force All-Star experience
but don’t be afraid to establish limits. As a volunteer, you will want to do everything you can to respect the
dignity of the athletes you will meet. Above all, relax and enjoy yourself.
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OPERATIONS MANUAL
FORCE ALL-STARS HANDBOOK CONT’D
Language Guidelines
Words can open doors and words can create barriers and stereotypes.
Please use the following correct terminology:
o A person has intellectual disabilities, rather than suffering from, afflicted with, or a victim of
intellectual disabilities.
o A person is physically challenged or disabled rather than crippled.
o Someone who is partially sighted is visually impaired rather than blind.
o A person is hearing impaired rather than deaf or mute.
o A person uses a wheelchair rather than is confined or restricted to a wheelchair.
o Do not sensationalize the accomplishments of people with intellectual disabilities. While these
accomplishments should be recognized and applauded, people in the disability rights movement
have tried to make the public aware of the negative impact of referring to the achievements of
physically or intellectually challenged people with excessive hyperbole.
o Do not overuse the word “special” when referring to persons with intellectual disabilities. Their
accomplishments should not be trivialized by using cute words to describe their efforts.
Dealing with Emergency Situations
The basics in dealing with emergency situations are as follows
o Get medical and or law enforcement assistance for the person(s) immediately through onsite
medical personnel or by calling 9-1-1. If you call 9-1-1, be sure you are prepared to explain
all the details to the operator.
o Notify your Force All-Stars Coordinator or Sports Force Parks full-time staff in Tournament
Central.
o Inquiries from the media or family members should be referred to Tournament Central where
Sports Force Parks full-time staff should handle the situation.
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OPERATIONS MANUAL
FORCE ALL-STARS HANDBOOK CONT’D
Adverse Weather Plan
Adverse weather is defined as high winds, snow, thunderstorms (with lightening), heavy rain, hail.
o Decisions Prior to Competition - Please show up to your volunteer assignment. Sports Force
Parks Management will consult Weather Sentry regarding severity and longevity of current or
predicted weather conditions and inform all programs and volunteers involved with event if
event/competition is delayed (@ 30-minute intervals) or cancelled.
o Decisions During Competition – Sports Force Parks full-time staff will consult with Tournament
Director and Head Official. Sports Force Management will consider “safety” concerns in determining
if play is delayed or discontinued. Everyone in the park will be notified of decision.
Contact us!
For more information on Force All-Stars and Sports Force Parks, please call 419-502-2524 or visit us
on the web at your park website
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OPERATIONS MANUAL
FORCE ALL-STAR KICKBALL
Overview
1. Check in Volunteers, Players & Family Members
o Create Name Tags for New Players, Check that each player has received his/her Under Amour
t-shirt, hat and signed a waiver.
o Early arrivals can take kicking practice from a predetermined spot, one at a time, or play catch
in the outfield. Volunteers: One at home plate, One in outfield.
2. Start Session Sitting in a Large Circle
o Coach Introduction, Volunteer Introduction, Player Introduction, Family Introduction
o Make sure everyone is wearing proper attire and footwear to prevent injuries.
3. Warm Up
o Run two warm-up laps around the bases to get loose.
o Get in a circle and have a volunteer lead group stretching.
o Hold each exercise for 10-20 seconds.
4. Choose Teams
o If teams are not already set in place, divide players evenly, so there are an equal number on
both teams. More than nine players can play at a time. Extra players can fill in bare spots in
outfield. Each team and bat through the lineup.
o A coin flip can be used to determine the home and visiting teams.
o Hand out pinnies in one color to the home team and pinnies in a different color to the visiting
team to wear.
o Have each team choose a dugout.
o Make sure each dugout’s water cooler is full and there is a plethora of disposable cups.
5. Play Ball
o The visiting team will take the field first (top of inning). You will need: a pitcher, catcher, first
baseman, second baseman, third baseman, left fielder, center fielder and right fielder. Extra
players can play left-center and right-center. Family members may take the field with the players
to assist and join the fun!
o The home team will determine a kicking order and kick through the lineup, stopping at 3 outs.
o A volunteer, or parent, may help pitch, if needed.
o Players can stay in the box until a fair ball is kicked. No limit on strikes.
o Teams will switch and the home team will take the field and visiting team will kick (bottom of
inning).
o Game will resume until a winner is determined at the end of 7 innings, or until the time limit has
expired.
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FORCE ALL-STAR KICKBALL CONT’D
6. Cool Down
o A volunteer will lead the kids through a modified version of the warm up.
o Volunteers will thank all players and families for participating and congratulate everyone with a
round of applause.
o Volunteers will remind players and families when the next game is and encourage everyone to
come back and spread the word to their friends and classmates.
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OPERATIONS MANUAL
FORCE ALL-STAR BASEBALL
Overview
1. Check in Volunteers, Players & Family Members
o Create Name Tags for New Players, Check that each player has received his/her Under Amour
t-shirt, hat and signed a waiver.
o Early arrivals can take kicking practice from a predetermined spot, one at a time, or play catch
in the outfield. Volunteers: One at home plate, One in outfield.
2. Start Session Sitting in a Large Circle
o Coach Introduction, Volu
o Volunteer Introduction, Player Introduction, Family Introduction
o Make sure everyone is wearing proper attire and footwear to prevent injuries.
3. Warm Up
o Run two warm-up laps around the bases to get loose.
o Get in a circle and have a volunteer lead group stretching.
o Hold each exercise for 10-20 seconds.
4. Choose Teams
o If teams are not already set in place, divide players evenly, so there are an equal number on
both teams. More than nine players can play at a time. Extra players can fill in bare spots in
outfield. Each team and bat through the lineup.
o A coin flip can be used to determine the home and visiting teams.
o Hand out pinnies in one color to the home team and pinnies in a different color to the visiting
team to wear.
o Have each team choose a dugout.
o Make sure each dugout’s water cooler is full and there is a plethora of disposable cups.
5. Play Ball
o The visiting team will take the field first (top of inning). You will need: a pitcher, catcher, first
baseman, second baseman, third baseman, left fielder, center fielder and right fielder. Extra
players can play left-center and right-center. Family members may take the field with the players
to assist and join the fun!
o The home team will determine a kicking order and kick through the lineup, stopping at 3 outs.
o A volunteer, or parent, may help pitch, if needed.
o Players can stay in the box until a fair ball is kicked. No limit on strikes.
o Teams will switch and the home team will take the field and visiting team will kick (bottom of
inning).
o Game will resume until a winner is determined at the end of 7 innings, or until the time limit has
expired.
6. Cool Down
o A volunteer will lead the kids through a modified version of the warm up.
o Volunteers will thank all players and families for participating and congratulate everyone with a
round of applause.
o Volunteers will remind players and families when the next game is and encourage everyone to
come back and spread the word to their friends and classmates.
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OPERATIONS MANUAL
FOOD & BEVERAGE
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OPERATIONS MANUAL
OPERATIONS
Opening Checklist
o Turn on lights
o Refresh and login to all POS stations
o Check receipt paper in printers, refill if necessary
o Confirm till count in each register
o Check each station and refill any station as necessary
o Wipe down all counters and service areas
o Sweep all floors
o Turn on all digital menu boards, inside and outside
o All POS merchandise is stocked, clean, and organized
Notes:
Closing Checklist
o Turn off lights
o Check receipt paper in printers, refill if necessary
o Check each station and refill any station as necessary
o Wipe down all counters and service areas
o Wipe down all food service equipment and back splashes
o Ensure all food products have been properly labeled, dated, and stored
o Wash and sanitize all dishes
o Sweep all floors
o Remove all trash
o Refer to cash handling procedures for closing out all POS stations.
Notes:
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OPERATIONS MANUAL
OPERATIONS CONT’D
Operations
The Sports Force Parks is charged with managing an outstanding level of quality service to its guests. It is the
expectation that the Manager will be ultimately responsible to meet and/or exceed its guests’ expectations.
Communications
Staff Meetings
It is recommended that a meeting of the managers and supervisors be conducted weekly to review all
activities where the venue is open to the public and/or any scheduled special events using a two-week
rolling window.
Vendors and Subcontractors
The Manager should get to know and meet regularly with all of the Complex’s vendors and
subcontractors.
Concessions
KIS
The acronym stands for KEEP IT SIMPLE. It means that the business is based on certain basic
operating fundamentals. Sometimes we tend to over-engineer and over-complicate our operations. At
times we get “talked into” an operation or plan that our common sense and
experience suggest may not work well. While variety is important to our clients and guests, the
Manager must act with reason to ensure a successful event and to maximize revenue and profit
opportunities. Be sure that any new plans or ideas take into account the space required, the skill level
of employee, and the demand for a particular item beforehand.
Maximizing Points of Sale
As managers our success is sometimes reliant on our ability to have enough points of sale. Some
venues with older equipment and limited points of sale can adversely impact our ability to continuously
improve the guest to sales ratio. Nevertheless, sound management practice requires us to make the
best of these unsolved opportunities. Creativity and ingenuity are great assets, however, having well -
placed and easily identifiable signage can go a long way helping distribute guests to less trafficked
locations. Creating staging areas in strategic locations where vendors can re -supply and work from can
greatly ease the crunch of peak demand. Something basic but encountered frequently – staff all points
of sale whenever and wherever possible! Having a single cashier station unattended
at an event break period might mean a loss of hundreds of dollars of revenue and guests not getting
served in a timely manner.
POA – Planning, Organizing and Acting
POA describes a process that all managers consider when organizing an event. The first step is to set
a Plan. Second, Organize the plan. Have your colleagues and supervisors critique and revamp the plan
if necessary. Act. Do the work according to the plan. There are usually adjus tments that may need to
be made during the execution phase, but if the plan is well-thought-out and being acted upon, rarely will
one need to re-engineer the plan during an event.
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OPERATIONS CONT’D
Event Planning
An event plan is an easy task when one has historical information to back financial projections. A much
more difficult task is to develop a forecast based on “hearsay” or client guesstimates. Nevertheless, it is
imperative to use a standard event template when planning for a concession event. The steps to event
planning are as follows:
Project Attendance. While perhaps the most crucial component, it is also the hardest to obtain
without prior event history or a sellout projection.
Estimate Per Caps. Most facilities will share this information. Check to see where the event has
occurred and call your counterparts at the venue for information.
Determine Menu and Sales Mix. Obviously outdoor venues have a more difficult challenge
when weather factors are added to the forecast.
Forecast Labor. Use fixed and variable labor components where appropriate. For instance,
volunteer group labor is a variable factor unless a guaranteed reimbursement rate is agreed to.
Identify and Plan for the Unexpected. Take into consideration any special pricing, discount or
client services that will affect your projections.
Once the sales mix is determined, one can make a reasonable estimation of the labor that will be
required for execution. Labor should be split into variable and semi -variable components. According to
this model, the total event labor is forecasted below 15%. The type of show and service requirements
can greatly impact the labor dollars expended. Keep in mind that establishing a maximum labor cost
should be a targeted goal but should not necessarily be viewed as an intractable number. Managers
must make decisions reflecting the conditions encountered during the event and adjust as necessary.
Further, a post event evaluation of projections against outcomes will result in greater proficiency each
time you have an event.
The data calculated in the tables above will help to provide you with the information to forecast menu
items by quantity (shown below). When considering product distribution, remember that you must have
ample product to provide for the number of stands open plus enough back-up to account for
over-production, increased demand, employee meals, etc. The sales mix percentages can be derived
from historical data from a previous or similar event, information from the last venue where the event
occurred or from a professional assessment.
Menu Engineering
The 80/20 rule tells us that in general, at least 80% of concession sales are driven by only 20% of the
menu. While it is important to offer variety, one does not have to offer every menu item at every
location. Some menu items achieve higher sales when highlighted or sold at a portable location. Too
much variety at the same outlet confuses the guest and reduces efficiency.
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Standard Concessions Menu
There are certain essentials to any concession menu that people expect. From popcorn, hotdogs,
pretzels, soft drinks and beer, guests have come to anticipate the food as much as the event. When
event history and databases are readily available, it is easy to track the high volume items, even in new
accounts. The challenge for most managers is weighing the marginal or less popular items as a
function of our ability to serve properly and make a profit. Remember, in some ways we are a
manufacturing business – not unlike an automobile plant - endeavoring to match production with
demand.
In considering what items to serve a manager must contemplate:
• Is there sufficient variety available to satisfy guests and client requirements?
• Is there sufficient equipment and human resources to produce the menu?
• Does the menu mix meet per cap spending and profit objectives?
• Does the product meet quality objectives?
For new items additionally questions should be asked:
• Will the item cannibalize sales of some other higher profit item?
• Can production requirements be maintained with existing equipment?
• Is a short test period or trial period appropriate to determine how well the product will work and
be received by the guests?
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FOOD TRUCKS
Opening Checklist
o Turn on lights
o Refresh and login to all POS stations
o Check receipt paper in printers, refill if necessary
o Confirm till count in each register
o Check each station and refill any station as necessary
o Wipe down all counters and service areas
o Sweep all floors
o Turn on all digital menu boards, inside and outside
o All POS merchandise is stocked, clean, and organized
Notes:
Closing Checklist
o Turn off lights
o Check receipt paper in printers, refill if necessary
o Check each station and refill any station as necessary
o Wipe down all counters and service areas
o Wipe down all food service equipment and back splashes
o Ensure all food products have been properly labeled, dated, and stored
o Wash and sanitize all dishes
o Sweep all floors
o Remove all trash
o Refer to cash handling procedures for closing out all POS stations.
Notes:
Moving Food Trucks & In-Park Positioning
To be completed once food truck designs are in place
Food Prep
To be completed once food truck designs are in place
Using Food Trucks Off-Site
To be completed once food truck designs are in place
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SALES & MARKETING
Control Items
A control item is used frequently in the concession business to reduce the time needed for attaining
accurate product consumption through an inventory process. A control item is a product that is uniquely
and solely used for one item being sold from a fixed or portable retail location. Examples of control
items might include soda and beer cups and colored foil wrappers for burgers. In one example the 16oz
soda cups are the control item. The stand supervisor is issued an opening inventory of 100 cups. Upon
counting the closing inventory, it is determined that there are 50-16oz cups remaining. Therefore, there
were 50-16oz sodas sold. A second example may be the use of a silver wrapper for hamburgers.
Counting the wrappers in and our may be less complicated than counting the buns or meats.
As long as the control items are securely handled and properly counted in and out, and only used for
one item, their use can significantly reduce the time it takes to do opening and closing inventory and for
the determination of the consumed products and theoretical cash sales.
Menu Costing
Menu costing can sometimes be an arduous task. However, the process is very important to
profitability. Even in a basic concession operation where items remain constant, the menu must be
reviewed and costs updated at regular intervals – recommended at least twice per year.
Check supplier invoice pricing on a weekly basis. Managers should have access to the current cost of
each product and the associated mix to evaluate a theoretical or perfect product cost.
The steps to this evaluation are as follows:
• Prepare a menu explosion that lists the individual cost components and ingredients for each
menu item. As a standard, include menu components that are part of, or used in every item.
Many concession operations choose to include in its menu cost paper goods that are included
automatically with the sale of a menu item, such as the cup for a beer or soda, a foil wrapper for
a hot dog or hamburger, or the boat that nachos are served in. Some items such as napkins, stir
sticks, and condiments that are provided at self- service stations can also be included in a menu
items cost analysis using estimates for average consumption per item.
• Compare the net sale of each item to the total unit cost on a percentage basis.
• Apply the projected units sold from the mix evaluation to determine the theoretical COGS.
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SALES & MARKETING CONT’D
Per Capita Sales Comparisons
In evaluating the performance of a concession operation, the most standardized measure of
improvement is the per capita spending figure. “Per Caps” are widely used throughout the industry and
reflect the dollars spent per guest and are often reported by the press and various trade publications
after an event.
Measuring a true per cap is simply the total net sales divided by the number of guests in attendance.
One challenge in using per caps as a measure of your performance, compared to other facilities, is the
lack of an industry standardized measurement. Some facilities quote per caps on the basis of gross
sales including subcontractor payout, while others report on the net sales. Some facilities measure
attendance by total guests while others use only “paid” attendees, excluding “comps”. Variations in
comparison also occur as there are differences in tax rates, products measured and the reliability factor
of the attendance count.
It’s generally best to establish a comparative standard and apply it consistently to each event. The
facility management should also institute a consistent formula of determining guest counts, which may
include “comps” and staff. Once a historical database of per caps is developed, the evaluation becomes
meaningful and results in a strong measurement of sales improvement, whether from price increases,
marketing efforts or improved productivity. For a stadium or arena, per caps comparison would typically
be completed for the basic sales categories listed in the table below.
Product, Pricing, Promotion and Place (AKA the 4 P’s)
All of us have learned a few tricks of the trade with the marketing of concession products, particularly
as we spend time observing our guests and working different types of events.
At a crafts fair, guest demographics typically indicate a preference for more healthful types of food so
we can include salads and low-fat entrees in our menu mix. When a baseball game comes to the
facility, the concession stands should be stocked full of beer, hot dogs and pretzels. As the first step to
successful menu marketing, it is essential to know your target market and consider the group’s
demographics, the time of day, expected weather etc. Selecting the appropriate Products is the next
step in marketing the menu to your guests.
Then, determine the appropriate Price points that give value and meet our profit objectives. Show and
tell guests what you’re serving. In other words, Promote the product. Never use an unprofessional
menu that was printed at the last minute and is difficult to read or even worse – hand written! Whenever
possible, display the product so the guests know what it is. Always keep your display cabinets and
refrigerators filled! No one likes to purchase items from small or half- filled displays. Often times, a
contest amongst your staff to see who can set up the most attractive display will yield great results.
Make sure to photograph the best work and make it a standard throughout your facility. Highlight
specialty items at areas like portables and roving carts. Vendors with a distinctive personality are often
as much a part of the show as the event itself. Encourage tasteful self-promotion and get the word out!
“Exhibition cooking” is a great way to market and promote any food product. Guests can be incented by
the aroma of a freshly grilled bratwurst or steak sandwich. They are more Inclined to wait patiently for
products they perceive as a freshly made and high in quality. There are a number of other ways to
promote products, some of which may be a cooperative effort with our guests and suppliers.
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Other Creative Promotional Ideas
• Bundling meals with event tickets. Getting guests to the facility is the first consideration. Slower
weeknight events may require some special incentives to get people in the door.
• In partnership with your beverage supplier, create a contest where guests seek a special decal on
the bottom of the “large souvenir cup” that can be redeemed for prizes. Sometimes a grand prize
drawing at the end of the season can have a major impact.
• Get suppliers to sponsor a premium item to be obtained at a concession stand. Tie in a particular
purchase.
• Be creative. Nothing ventured, nothing gained.
For a small retailer in a strip mall, Place means having a great location. For the Sports Force Parks
there is little opportunity to modify where we distribute products from, but we can ensure that our place
is clean and staffed by well-groomed personnel. Most guests will visit our concession stands. It’s what
we provide and promote when they get there, that will determine how much they spend. To keep our
guests coming back, always make sure that there is sufficient product that is attractively displayed in a
clean environment.
Food & Beverage Presentation & Merchandising
It is important that all fixed and portable retail locations be kept clean and orderly at all times, well
presented with its products merchandised in an eye appealing manner. Guests are generally
uncomfortable purchasing food and beverage items from a sloppy or disorganized location. The staff
should be well trained, knowledgeable of the products being sold, be wearing the appropriate uniform
and ready to greet the guests with a warm salutation and a smile.
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HUMAN RESOURCES/LEGAL/SAFETY/PR
Beverage
Liquor Controls
It is the expectation that the Manager will ensure strict controls when liquor is served in either a hosted
or cash program. Consumption records must be completed for each bartender and must include
opening inventory, additions or subtractions from the opening inventory, and a closing inventory. It is
vital for the controls to be effective that the consumed product from the inventory calculations be
converted into financial terms. This is the critical mechanism to determine how much to bill your guest
for a hosted beverage service, or how much cash is due from each bartender for cash beverage
services. The recording of the consumption data should be completed and/or verified by an authorized
supervisor or manager. It is recommended that Bartenders who do not balance their consumption to
cash within a 1% margin be counseled.
The access to liquor storage areas should be very secure with very limited access by non- essential
personnel. No guest should be issued more than two alcoholic beverages per transaction. Any guest
not obviously over the age of forty should be asked for appropriate age verification identification.
Service Standards
Alcoholic beverage service standards typically provide one bartender per 250 guests at a normal
concessions event. For special events that ratio should be 1 bartender per 100 guests for a hosted
event or one bar per 150 guests for a cash bar. These are general guidelines and should be modified
when appropriate based on the needs of the guest or special circumstances of event.
The application of revenue minimums for special events is common. When the revenue target is not
met, it triggers modest labor fees, which can help offset the higher labor cost associated with lower than
expected sales.
Whether a concessions event or hosted or cash bar, the appropriate number of servi ce locations should
be provided to minimize lines and maximize profitability. The bartenders should be well trained, in
appropriate uniform, and eager to serve our guests with a greeting and a smile.
Alcoholic Beverage Control & Regulations
The liquor laws of each state are varied. In common with all states however, are rigid regulation and
severe penalties for non-compliance. The liquor code for each state is a public document and should be
downloadable from the “state”.gov web site. The Manager should re ad and understand the contents of
this document carefully and ensure, on an on-going, basis that the licensed premises are in 100%
compliance at all times. In many cases a simple clarification, interpretation or knowledge of past
practices in your state can be obtained by a representative of the State Restaurant Association.
The Manager should at all times be knowledgeable of events in his or her facility that utilize donated,
sponsored, and or sampled alcoholic products. There are generally strict and complex regulations
involved and are frequently the cause of non-compliance. The liquor license at an entertainment or
sporting complex is a very valuable asset, one of which should not be put at risk at any time.
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Alcohol Awareness Certification
It is strongly recommendation that all employees who handle alcoholic beverages complete and be
certified in an appropriate alcohol awareness program such as TIPS or ServSafe Alcohol. The courses
should be made available to all alcoholic beverage handlers at you’re the complex at least twice per
year. The courses are generally available on line for easy access by staff.
Culinary
Quality Standards
In order to meet and/or exceed guest expectations with regard to food quality it is essential to start with
quality ingredients, a respect for food, and possess an understanding for the basic fundamentals of
cooking. One cannot achieve high quality outcome with inferior ingredients.
Not every Manager is an expert on food and cooking techniques, however, the ability to know the
difference between quality and inferior ingredients and tasty, well presented foods compared with those
that are average is an important factor for success.
Incorporating local ingredients and regional menu items that are indigenous to your area is
recommended. This process can easily transform a typical menu to one that is highly creative and
imaginative, not to mention creating a higher perceived value for your guest t hat can add incremental
revenues.
Temperature Standards
Hot food should be served at temperatures in excess of 140°F. Cold Food should be served at
temperatures below 40°F. Any foods served between 40°F. and 140°F. (This temperature range is
referred to as the “Danger Zone”) is a potential hazard and could be the cause of food borne illness.
Never hesitate to keep a pocket thermometer nearby and to use it regularly. You are protecting the
Sports Force Parks and its guests.
Presentation Standards
Whether the application is a concession stand, a portable cart, or a meal at a special event, the way
food and beverage are presented and merchandised can make the difference between a happy or
unhappy guest. Presentations should be creative and ingenious (does not always mean expensive).
They should be diverse in color and height and feature varied textures and flavors.
It is recommended to keep a supply of tasteful props on hand to decorate concessions and food
displays. Industry publications and trade magazines can be a great resource to learn new presentation
ideas and trends. Most importantly, get out often and know what your competitors and other
foodservice operators are doing.
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HUMAN RESOURCES/LEGAL/SAFETY/PR CONT’D
Set Times
It is recommended that every event will be completely set up and fully staffed thirty minutes prior to its
published starting time. This is referred to as the “set time”. The manager should plan to inspect all
events prior to opening to ensure the “set time” has been met
HACCP Standards
Hazard Analysis and Critical Control Points (HACCP) is a process-based system to reduce the risk of
food borne illness among employees and guests. It is recommended that all food handlers be required
to possess a valid State food handler certificate as a condition of employment. It is also recommended
that at least one manager with a “Serve Safe Manager” credential be on site during all hours of
operation. Information regarding the state food handler certification and ServSafe can be obtained from
the local state restaurant association.
Equipment
The foodservice equipment, smallwares, and supplies are important and valuable assets. They should
be handled and treated with respect and always stored in a clean and organized manner.
Cleaning & Maintenance
Janitorial & Housekeeping
The overall responsibility for maintaining a clean, well-organized and safe facility is that of the Manager.
It is recommended that daily, weekly and monthly task assignments are created and maintained and
are regularly monitored for compliance. The Manager should, walk the facility from time-to-time to seek
and record areas for improvement.
Repairs and Maintenance
Sports Force Parks is equipped with a diverse equipment inventory that needs to be maintained and
kept in good working condition. It is recommended that an equipment repair and maintenance log be
kept current by the Manager and indicates when each piece of equipment was repaired, what repairs
took place, and the vendor invoice number. For certain pieces of equipment that may be on a
preventative maintenance program, notations in the log indicating when PM has taken place can prove
to be very helpful should problems occur with a particular piece of equipment in the future.
Environmental Programs
“Green & Sustainability” programs require that personnel are appropriately trained on the use and
handling of products, systems, and programs designed as to meet environmental sustainability goals.
Recycling, product biodegradability, composting and the use of locally grown organic products are
some of the many programs commonly practiced at sports and entertainment venues.
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HUMAN RESOURCES/LEGAL/SAFETY/PR CONT’D
Pull Sheets
For special events, it is recommended to make use of pull sheets. This document lists the smallwares
and supplies needed for a particular event along with the location, day, and time to be delivered.
Generally, pull sheets will be generated for the special event needs well in advance of the event. This
allows ample time to organize and deliver the various supplies for each event in the most cost-effective
manner possible. It also helps keep the facility organized.
Front-Line Training
On-going training is an essential need for a successful operation and for the growth of the supervisors
and its employee base.
Recommended training programs include: Workplace Safety, Alcohol Awareness, Equal Employment
Opportunity, Discrimination and Guest Service. The Manager should encourage a life-long learning
philosophy at the Sports Force Parks and make best efforts to provide training to the supervisors and
employees of the facility
Recruiting
The Manager, will be expected to recruit supervisors and employees from the within the local area
using traditional and non-traditional sources and means. These techniques may include print and
electronic based employment advertising, working with the career directors at local hospitality and
culinary programs, schools, colleges and universities, through professional associations, workforce
development programs, hosting or participating in job fairs, and through other direct networking
opportunities. Remember, finding good employees and managers is difficult. Maintaining strong and
positive employee relationships along with a nice environment to work in will increase retention, thereby
keeping valuable resources for on-going recruitment efforts at its minimum.
Hiring
Hiring part-time employees in a sports and entertainment operation is a frequent process. It is the
expectation at Sports Force Parks that the Manager will provide written approval for each new hire and
to ensure that the employment application is completely filled out with all required documents and
copies of appropriate identification.
Safety
It is the responsibility of the Manager to maintain a safe workplace environment. Accidents in the
workplace are not only costly in financial terms but also in human resource terms. It is recommended
the Manager form a safety committee that meets on a regular basis. Some important activities the
committee should undertake are: regular inspections of the facility to identify and suggest corrections to
potential safety hazards; to select and schedule safety training programs, and to monitor compliance.
Minutes should be recorded and filed.
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FINANCE & ACCOUNTING
Reporting
Accurate and timely reporting is a basic tenet of fiscal responsibility. It is the expectation of the Sports
Force Parks that the Manager will maintain the highest standards of business ethics and comply with
generally accepted accounting principles. It is also an expectation that the Manager will make every
effort to meet all reporting deadlines consistently.
In business, everything does not always go according to plan. If a problem exists or a mistake was
made, corrections and improvements for the future can only be effective by disclosing your concerns
right away to the appropriate leaders.
Forecasting
It is the expectation of the Sports Force Parks that upon request the Manager will submit a current and
accurate forecast for the current week or period.
Important information in your comments include, explanations for any variances of revenue and/or
costs and EBITDA, significant information with regard to guests and clients, the current inventory
valuation for the complex and total accounts receivable with explanations for any receivable over 90 -
days past due.
Event Pro-Formas
There is a frequent need in the catering business to customize food and beverag e programs and/or
special events for our guests based on their specific budgets. In order to maximize profitability while
meeting or exceeding guest expectations, an operating plan and a financial plan need to be well
thought out in advance of the program or event. For these purposes it is recommended that an event
pro-forma should be prepared to record the plan and provide financial guidelines to follow.
Cost of Merchandise
The cost of merchandise is generally one of the largest expenses the Complex will incur and as such
should be monitored very closely each week by the Manager. The Complex has a published menu for
concessions, beverage and catering with the most commonly requested food and beverage products.
Since the prices on these menus are posted and/or published and should not be changed without the
approval of the Manager.
It is recommended that a perfect product cost notebook be assembled that contains a product cost
analysis for every item listed on your unit’s menus. The perfect product costs updated semi-annually.
By doing so, perfect cost report can be compared to the actual cost of merchandise for the Complex
and used as an analytical tool for continuous improvement.
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Cost of Labor
The cost of labor is also a very large expense the complex. Labor costs must also be monitored very
closely each week by the Manager. Labor is split into 2 basic categories—variable and semi-variable.
Semi-variable labor represents the total costs of payroll for yourself and a ny other salaried exempt
team members. Variable labor represents the total cost of labor for your unit other than the salaried
exempt personnel
The very best way to control and monitor your unit’s variable labor expenses is through the process of
departmental labor forecasts. Generally, this would include the functional departments – Culinary &
Stewarding, Beverage, Catering, and Concessions. The following procedural example is recommended
to be completed each week and approved by the Manager prior to post ing schedules for the front-line
staff.
• Monday – Each functional department should create schedule shells based on the subsequent
fiscal week’s planned events.
• Tuesday – Each department supervisor should cost out the proposed schedule and compare to
forecasted revenue. The Manager’s should determine if the cost of the scheduled labor is within
budgeted parameters before approving
• Wednesday – Labor forecast review and revisions
• Thursday – Manager to approve labor forecast
• Friday – Post work schedules effective for the following week
Once the labor plan has been approved and posted, the supervisors and the Manager should monitor
costs closely and adjust the labor plan as needed based on business levels. It should be the
expectation of the Manager that the actual labor spending by each department will closely follow the
approved labor forecast with appropriate adjustments for increases or decreases of business levels.
Overtime for front line staff should always be minimized or negated where and whenever possi ble.
When crafting schedule shells the use of pre-planned overtime should be discouraged unless the cost
of the overtime premium is less than the cost of adding another employee. An example of this would be
when a 9-hour shift is needed. In this example, paying one employee one hour of overtime would be
less expensive than paying a four-hour minimum shift for an additional employee. However, if it is
possible to accomplish the event with two employees each working a consecutive shift of 4 ½ hours
you would have planned for the least possible variable labor expense.
Other Expenses
There are a variety of other expenses that the Complex will incur in its day-to-day operations. Some
expenses such as telephone service and armored car service are fixed, while others such as office
supplies and chemicals are variable and should go up and down based on the business volume of the
Complex. Other expenses should be reviewed each week and monitored closely by the Manager.
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FINANCE & ACCOUNTING CONT’D
Accounts Receivable
Accounts receivable reports should be reviewed by the Manager on a weekly basis. Even though
payment for most events are collected in advance, on site additions and pop -up events can lead to an
outstanding balance at the end of the event. The Manager should review any account that has not been
collected in an appropriate timeframe and to establish a plan for collection.
Accounts Payable
It is recommended that each week all of the vendor invoices are collected by the Manager and
organized for payment. Typically the Manager will attach an accounts payable summary. It is suggested
that the Manager look at each invoice; ensure it is listed on the A/P summary and that the assigned
general ledger account number/s is correct. Once you are satisfied that all of the invoices on the
summary are correct and valid, the accounts payable summary should be signed by the manager and
submitted to the accounting department.
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INVENTORY
It is required that the Manager complete a physical inventory for all food, beverage, chemicals, and operating
supplies on a bi-monthly basis. This inventory is best scheduled between the close of business at the end of
the period and before the opening of business for the subsequent period.
It is recommended that the Manager conduct a comprehensive equipment and small wares inventory at least
twice per year. This will limit costly last-minute surprises when supplies and small wares assumed to be on
hand are not available in the needed quantities when needed for an event.
Tips for an accurate inventory:
• Take your count the same way every time, starting from the left and working to the right.
• Keep inventory periods consistent
• Always take inventory while closed for business
• Properly train employees in inventory counting to ensure accuracy
1. Start in dry storage. Count the items the way they’re positioned and, if needed, filter them alphabetically on
a spreadsheet when you’re done. Include the product’s type, brand, name, and c ase or package size. Also
include a column for your prep area, freezer, walk-in, or any other areas where food or kitchen related items
are kept.
2. Visually take note of how much product is in each package or container, separating it into tenths. This is an
estimate whether the package is half full (0.5), a third full (0.3), etc. This works for product that is based on
weight, but if you are counting product that has individual pieces, i.e. hamburgers, count the actual “units.”
3. Repeat this process of counting for every product, and enter the numbers onto the sheet, separating them
into produce, dairy, protein, or other categories you want to arrange by.
4. Repeat this process for the prep area, freezer, and walk-in cooler. Your counts will likely vary here, based
on a mix of cases and units, rather than just individual units only, so you may need to add another column
to your sheet to account for this. For instance, if a case comes with 12 pieces, you might want a column in
the excel sheet that can convert from case to units and vice-versa.
5. Finally, take your sheet and add up the totals for each category.
6. At the end of the inventory period you’ll take all these counts again, repeating the exact same process. This
will leave you with a beginning and an ending inventory count.
7.B.1
Packet Pg. 140 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
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OPERATIONS MANUAL
RETAIL
7.B.1
Packet Pg. 141 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 84
OPERATIONS MANUAL
HOW TO PRESS HEAT
Custom Threads Tournament Apparel
Quick References
Use this sheet as a reminder of key aspects when operating Custom Threads Tournament Apparel
Applications Temperatures Time Peel
Goof Proof 360 Degrees 6-8 Seconds Hot Peel
Stretch Litho 280 Degrees 13 Seconds Cold Peel
Numbers 360 Degrees 4-6 Seconds Hot Peel
Names TBD
Determining Type of Transfer
o Goof Proof- sandy feel that sheds a little, has opaque transfer paper
o Stretch Litho- smooth feel, should not shed, has transparent transfer paper
o Numbers
o When transferring a double digit- verify the numbers line up directly on their transfer paper
▪ *You may have to cut some off to make sure numbers are aligned
Placing Numbers
▪ Numbers should be placed 4-6 inched down the shirt. This is typically about an inch
above the seams for the arm pits.
▪ Always place name first. Then roughly 1-2 inches below, place the number(s)
7.B.1
Packet Pg. 142 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
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OPERATIONS MANUAL
HOW TO PRESS HEAT CONT’D
Follow the below guide for placement of applications in various places
*The image to the left is the standard for large logos
on chests of t-shirts as well.
When transferring a second application onto the same side of the item, make sure to use a clean sheet of
transfer paper to protect the first laid item to make sure the application does not stick to the heat press
7.B.1
Packet Pg. 143 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 86
OPERATIONS MANUAL
PRODUCT ORDERING, RECEIVING, REPORT GUIDES
Custom Threads Tournament Apparel
o Ordering apparel is completed on Monday following a tournament
o Ordering heat transfers is completed no less than two weeks out of tournament.
o Always try to place orders in a timely notice and the least amount of separate orders to limit
shipping costs.
Ordering Tournament Logos, Numbers, Names and Basic Apparel
o Use Transfer Express to place orders for Tournament Logos and Numbers
▪ https://transferexpress.com/
▪ username:
▪ password:
o To order Tournament Logos
▪ Design Center > Upload Your Own Artwork > Choose File
▪ After selecting your logo
• Verify logo does not have a white background (rectangle). If it has the white
background, ask Will Spence for the image to have the background removed
• Adjust the size
➢ Average size is around 10 x 11.
o Do not exceed 11 inches in width (due to youth shirt)
o Do not distort image. Adjust one factor, and it will automatically adjust
the other
▪ Make sure the image still fits in the size guide
• Configure the colors on the map
➢ If the color is a special color, and Transfer Express does not display that
color, type in the Pantone C code
o Pantone C codes should be in the tournament logo folder, if not, ask
Will Spence
• Verify:
➢ Print Method: Screen Print
➢ Transfer Type: Goof Proof
➢ Fabric: 50/50 Blend
➢ Cut Apart: No
➢ Number of Colors: represents the amount of colors in Logo
➢ Background color: Select Other or Various
• Determine Quantity needed (Image Qty)
➢ Based on last year’s results with increase for this year
➢ Round up to the nearest 50 or 100
➢ Gain approval from GM before placing
• Review Order and Add to Cart
• Place Order or order other supplies as needed
➢ Other supplies include the cover sheets used to protect numbers and names
when pressing on the garment
o There should be at minimum 10 on hand during a tournament
7.B.1
Packet Pg. 144 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 87
OPERATIONS MANUAL
PRODUCT ORDERING, RECEIVING, REPORT GUIDES CONT.
Ordering Numbers
▪ Transfers > Numbers > Individual Number Packs > Champ (Goof Proof) > 8 inch > Colors >
Enter in Numbers and quantities needed (6 and 9 can be used interchangeably) > Add to
cart
▪ Repeat for different colors if needed
▪ Place order
▪ Print Invoice for GM’s records
Ordering Names
▪ Transfers > Letters & Express Names> Format = Straight > Full Block > Letter Height = 2
Inches > Width = 14 inches > Select Color > enter as many letters are you can until it says
squished (can add more lines) remove a few letters so squished goes away > Add to cart
(green button) repeat for other colors as needed
Ordering Apparel
o For Solid Hoodies and Tees/Long sleeves
o Use Transfer Express Wholesale Apparel
▪ Tee shirts are Gildan 50/Cotton /50 Poly T Shirt 8000b (Kids) and 50 Cotton/ 50Poly T Shirt
8000 (Adult)
• Colors are Sport Grey, Red, White and Royal
▪ Long Sleeves are adult only (Will need to use Ares for Kids Long Sleeves) Gildan 50 Cotton/
50 Poly Long sleeve T shirt
• Colors are White and Grey
▪ Sweat Shirts are Gildan Youth Heavy Blend Hooded Sweatshirt 18500B (youth) and Gildan
heavy Blend hooded Sweatshirt 18500 (adult)
• Colors are Royal, Black, Sport Grey and White
▪ Add items to card that are needed
o Tie Dye is through Ares, you will need to download forms from drop box
▪ Drop Box > Sports Force Parks > Retail > Apparel Order Forms ALL> CTTA Blank Order
Forms
▪ Fill out tie dye form
▪ Safe form in CTTA Orders Placed 2018 with file ending in current date
▪ Gain Approval from GM and follow email instructions located at the top of the form to place
order
▪ Save copy in CTTA Orders Placed 2018
o Under Armour is through BSN
▪ Drop Box > Sports Force Parks > Retail > Apparel Order Forms ALL> CTTA Blank Order
Forms
▪ Fill out tie UA form
▪ Follow Directions at top
7.B.1
Packet Pg. 145 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 88
OPERATIONS MANUAL
PRODUCT ORDERING, RECEIVING, REPORT GUIDES CONT’D
Receiving Ordered Apparel and Inventory
o Verify shipment has correct pieces
▪ Use invoice and order sheet to verify correct shipment of colors and sizes
o Add quantities to Revel
*Sort by item, color, and size for faster inventory
▪ Log into Revel > Inventory > Find item > Select Box icon located under Actions on right hand
side > Fill in Quantity, Cost/ Unit and date in Remarks box, select receive
*Repeat for all sizes and colors
o Next select the Products tab, and at middle left, select Push Changes and select Accept to verify
the push to register terminals
▪ Verify no one is logged into POS stations so POS can update
▪ If POS is being used, finish sale, then log out for items to update, then log back in
o Stamp invoice sheet and fill out blanks
o Put invoice in GM’s top filer on desk
o Any merchandise missing, email supplier the invoice number, along with units missing
▪ CC GM on email
o Damaged Items
▪ Send picture of damage to supplier and ask for replacement. Supplier will determine what is
to be done with damaged item
▪ CC GM on email
o Put items in correct locations
Maintenance
The heat presses sometimes start to stick or grind when pulling down the handle for the top platen
to meet the bottom platen. When this happens, spray the grease directly into the joint of the arm of
the top handle and open and close a few times to make sure the platen lowers smoothly.
Ordering Candy
o Run Revel report for Current Inventory levels
▪ Log into Revel and select Inventory
▪ Filter by vendor
o When inventory is 10 or less, fill out candy form in Drop Box under Retail in the file All Order Forms
o Fill out form and gain approval for GM
o Follow top of order form instructions for who to email
7.B.1
Packet Pg. 146 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 89
OPERATIONS MANUAL
PRODUCT ORDERING, RECEIVING, REPORT GUIDES CONT’D
Receiving Candy
o Verify shipment has correct items
▪ Use invoice and order sheet to verify correct shipment of candy/ food/ medications
o Add quantities to Revel
▪ Log into Revel > Inventory > Find item > Select Box icon located under Actions on right hand
side > Fill in Quantity, Cost/ Unit and date in Remarks box, select Receive
Repeat for all candy/ food/ medications
o Next select the Products tab, and at middle left, select Push Changes and select Accept to verify
the push to register terminals
o Stamp invoice sheet and fill out blanks
o Put invoice in GM’s top filer on desk
o Price candy/ food/ medications if needed
o Put out candy/ food/ medications in Locker Room in appropriate areas
Registers
Updates
The day before a tournament or event, check the register for updates
o Apple Updates
▪ From home screen select the gear-icon (setting) check the general tab for updates
▪ Update if needed
Apple ID:
Password:
o Revel Updates
▪ From home screen, select the A-icon (App store) and select the Update tab
▪ Update revel if needed
League Apps
Running Reports
o Reporting > Product Orders > Show Filters > select product
▪ Running a filtered report works best for wristbands, tent rentals, and reserved parking. Due to
League Apps not categorizing all CTTA orders together. The best option is to download all items
and filtering in Excel
Closing Orders
It is important to close orders because that means the order was taken care of and the guest is good to go.
Leaving them open will cause confusion especially with wristband sales
o Reporting > Product Orders > search through the orders
o Once the product order is found, click Close Order on the right side, and refresh the webpage
o Continue to do this for all completed orders
7.B.1
Packet Pg. 147 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 90
OPERATIONS MANUAL
PRODUCT ORDERING, RECEIVING, REPORT GUIDES CONT’D
Mailing Address Invalid
o If a wristband is sent back due to wring mailing address, log into league apps to get the guests email
address
o Email directly from League Apps to save time, their response will come to your direct email
account.
▪ Reporting > Product Orders > search through the orders to find the guests names
▪ Click on the guests’ name and at the top click Message. Explain to them that their wristband
was sent back due to invalid address and determine solution (if not enough time to mail, have
pick up at TC or reserved parking if they purchased reserve parking.
Add/ Remove Products
o When a CTTA deadline is here, or a Not Too Late Email is sent you must add/ delete products. You
will also need to delete wristbands a whole week before the event. Remove tent rentals the Day
before a tournament and Reserved Parking
To Add Products
o Log into Leagues apps > Manage (in blue section) > E-commerce Products > Select items you wish
to change one by one > Edit Details > Custom Fields > Add Item under Tournament Name, fill in
both blanks that populate with the identical Phase (example Label: Golden Spikes Value: Golden
Spikes) > press Save. Repeat for all items necessary
To Remove Products
o Log into Leagues apps > Manage (in blue section) > E-commerce Products > Select items you wish
to change one by one > Custom Fields > Edit Details > Custom Fields > Delete Item
o DISCLAIMER- WRISTBANDS there is one step before selecting Custom Fields
▪ Select Price and Inventory Options > select the X under actions next to the wristbands you wish to
remove. Then click the Custom Fields Tab and follow the steps as mentioned before
7.B.1
Packet Pg. 148 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 91
OPERATIONS MANUAL
PRE-SALES PROCESS
Sports Force Parks will focus heavily on guest services through the pre -sale opportunities for guests. Fulltime staff
will help ensure orders are being tracked and fulfilled in a timely manner.
Guest Experience Coordinator or Events Coordinator
o The Amenities Coordinator and Events Coordinator will check the online portal for new orders daily
to ensure orders are tracked appropriately
o Coordinators will fill out tracking sheets located in Drop Box under Tournaments
o Orders will be fulfilled daily, as supplies are available
o In the event that the Amenities Coordinator or Events Coordinator is unavailable, any available
coordinator will track the new orders and fulfill in a timely manner
o The Amenities Coordinator will send out wristbands and fulfill CTTA orders
o The Events Coordinator will organize the Tent Rental and Reserved Parking Orders
General Manager
o Twice a week, Tuesdays and on day prior to the event start date, the General Manager will run the
pre-sale report on the online portal
o General Manager will cross reference League Apps reports to verify all orders have been accounted for
Online Portal
Daily, log into the online portal to check pre-sales
o League Apps is Sports Force Parks current provider
o Log into the portal, select Reporting, and under Ecommerce select Product Orders
o From this page, staff and filter orders or look at all existing orders
Custom Threads Tournament Apparel
When a pre-sale is created, the following steps will occur:
o Open Custom Threads Tournament Apparel Pre-Sales excel document in DropBox
o Log all information in the correct tournament sheet
▪ Date the sale was placed, the purchaser name and email, items and customization
o A team member will create the item when apparel and heat transfers are in stock
o After pre-sale is completed, the Amenities Coordinator will update the tracking log, and close out the sale
on the online portal
Event Long Wristbands
When a pre-sale is created the following steps will occur:
o A team member will mail out wristbands daily as orders are placed
o After order is mailed, Amenities coordinator will Close the order in the online portal
7.B.1
Packet Pg. 149 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
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OPERATIONS MANUAL
PRE-SALES PROCESS CONT’D
Reserved Parking
When Reserved Parking is purchased on the online portal the following steps will occur:
o Open the Preferred Parking Sales excel document in DropBox
▪ Each tournament will have its own tab, go to the proper tournament tab at the bottom of the
file for the tournament that the pass was purchased
▪ Log all information in correct tournament sheet of the new purchase
• Order#, Date, Purchaser, Quantity, Contact Email
▪ Double-check the downloaded excel file to ensure that the same number of parking passes
for the tournament match those in the Reserved Parking Pre-Sales excel document. Once
you have recorded the new purchase, the same number of purchases should be displayed on
both excel files
o After this has been entered, Events Coordinator will close out the sale on the online portal
o From the Pre-sales Excel Sheet, on the day before the event, copy and paste the following
information into a new spreadsheet: Purchaser First and Last Name, Contact Email, Order Number
▪ To create the columns of Purchaser First and Last Name, once in the new document,
highlight the Purchaser column, then go to the Data tab at the top of the page. Select Text to
Columns. Make sure that the Delimited option is selected and click Next. On the following
prompt, make sure that only the Space option is selected, then click Next. Finally, click Finish
and the columns will now become two columns, First and Last names of Purchasers
▪ Sort this new document by Purchaser Last name
▪ If there are not 40 spaces sold for the event, please make sure the spread sheet prints
enough grid lines for 40 spaces. Even if they are blank in the excel sheet, print them as
additional spaces. To do this you will need to make sure all rows through 41 have gridlines on
them, as the first row will display all of the field names. This will help track how many spots
are sold, in the event of an in-person/day-of purchase
▪ Finally, create a new column on the far left and number 1-40, These are not space number
assignments, this will just help track in-person/day-of purchases.
▪ Also, create a new column on the far right of the page labeled “Checked-in”. Leave this
column blank for now. Print the page in landscape format
o Once the sheet is printed select the Parking Passes that match the same color wristband that is
being used during that selected event. This is also displayed in the pre-sales document as the
header at the top of each tab
▪ These are located in the Event Coordinators Office in the shelving unit
▪ Count out 40 Parking tags
• It is imperative you have exactly 40 tags, this will ensure that we do not oversell
Reserved Parking for the event
▪ Write in black marker, the valid dates of the passes, this would be from the first day of the
event to the last. Please write this in the following format on both sides of the tags: 4/8/18,
this would be an example for the College Showcase
o Assemble together a clipboard that contains this Pre-Purchased list, a pencil/pen, and the parking
tags themselves to be ready for the following day
▪ Also prepare in a plastic bin: parking wands, cash aprons, and start-up cash that can be
ready for pick-up by parking attendants next day
7.B.1
Packet Pg. 150 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 93
OPERATIONS MANUAL
PRE-SALES PROCESS CONT’D
Once Reserved Parking is logged and ready to go for start of event:
o Parking Attendants take parking bin and parking clipboard out to event parking area
▪ Weather permitting, parking jackets are available in Safe room
▪ The Parking Bin and Clipboard will be located in the Events Coordinators Office
o Set-up barriers in designated areas to create the Reserved Parking zone
o Set-up white cones and directional A-frame signage leading from the Cleveland Road Entrance
towards the Reserved Parking area
o Set-up 5x5 parking tent in Sports Force Parks Main Entrance, towards Cleveland Road
o Parking will open 30 minutes prior to gates open, arrival time for employees is 30 minutes prior to
parking open
Once set-up is complete there will be 2 parking attendants. One will help direct cars to proper parking spots,
the other will check guests in as they arrive:
o When a guest arrives, ask them for their name and to present the confirmation email, which they
should have printed or may show you digitally on their electronic device
▪ If everything is in order, place a check mark in the “Checked-in” column, hand them their
parking tag and explain that they may now come and go as they please for the remainder of
the event. Remind them to leave the parking tag hung in plain sight
▪ If they did not make a reservation, but wish to purchase one they may do so, only if extra
spots remain. Collect the proper payment from them, record the Purchaser First and Last
Name, a contact email, place a check mark in the Checked-in column, hand them their
parking pass, and explain rules and regulations. Leave the Order Number column blank on
sheet, the car is good to go
▪ If they do not have proof of reservation, but their name is on the list, please make note of this
on any extra space on the page, give them a parking tag, and allow them to enter
▪ If they claim to have a reservation and insist that they have paid for a spot, but cannot show
proof and their name is not on the list please notify the MOD or the Events Coordinator to
resolve this issue, have vehicle pull to the side so that you can further assist other vehicles
o Second parking attendant will also make occasional trips around the lot to ensure parking tags are
displayed in window areas
▪ If no tag is displayed, please keep track of that vehicle, when owner returns have them
display tag
o Once all tags are sold, both attendants will help cars come and go into Reserved Parking throughout
the event
▪ Help guide and instruct other cars that Reserved Parking is sold out, then direct them where
to go for free parking
7.B.1
Packet Pg. 151 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
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OPERATIONS MANUAL
PRE-SALES PROCESS CONT’D
At the Conclusion of Day:
o If there unclaimed or unsold parking tags, return them to the parking bin
▪ Return all parking cash directly to MOD or Events Coordinator
▪ Manager on Duty or Events Coordinator will pull parking list to double check that all pre-
purchases have checked-in and to tabulate in-person/day-of purchases
▪ If there are no remaining tags to be claimed or purchased, parking clipboard pack and bin
can stay inside for the remainder of the event, individuals need only check-in once
o Tear-down parking tent, cones, and barriers. Return to proper storage
Starting Day 2 and remainder of tournament:
o Set-up parking tent, cones, and barriers
o Get parking bin, parking wands, and if necessary starting cash, cash aprons, and clipboard
▪ If there are parking spaces still available, unsold and unclaimed tags will need to be taken to
the parking check-in for the remainder of the tournament. This will happen until all spots are
sold. The same parking list will then be left in the clipboard so that the same in-person
procedures can take place throughout the event
• Starting cash will need to be rebalanced at the end of the evening and prepped for the
next day
o Guests need not check-in twice. If their tag is displayed in their window, wave them through
▪ If you cannot see tag, please ask them to present it before entering, then ask them to clearly
display it in their vehicle throughout the day
▪ If they do not have a pass and Reserved Parking is full, direct them to the free parking in
other areas of the facility
o Parking attendant will also make occasional trips around the lot to ensure parking tags are displayed
in window areas
Tent Rental
When a pre-sale Tent Rental is created the following steps will occur:
o Open the Tent Rental excel document in DropBox
▪ Each tournament will have its own tab, go to the proper tournament tab at the bottom of the
file for the tournament that the Tent was rented
▪ Log all information in correct tournament tab of the new purchase
• Order#, Date, Purchaser, Quantity, Contact Email, Zone Map Email Date Sent, Zone,
and Side Walls
▪ Double-check the downloaded excel file to ensure that the same number of Tent Rentals for
the tournament match those in the Tent Rental Pre-Sales excel document. Once you have
recorded the new purchase, the same number of purchases should be displayed on both
excel files
o Events Coordinator will send a follow-up email to the Purchaser with a map attached for the
Purchaser to select the Zone in which their tent will be set-up for the start of the event
▪ Upon response, record the set-up Zone
7.B.1
Packet Pg. 152 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
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OPERATIONS MANUAL
PRE-SALES PROCESS CONT’D
o Assign a Tent Color and Number, using the following rules:
▪ Tent colors are Red, White, and Blue. There are 4 of each color.
▪ All White tents and Blue tents 1-2, are to be used for Zones 2 and 3, as these tents will be
stored in the Ticket Shack.
▪ All Red tents and Blue tents 3-4, are to be used for Zones 1 and 4, these tents will be stored
in the Tournament Central overhang
o After the sale has been entered and location has been established, Events Coordinator will update
the tracking log, and close out the sale on the online portal
o On the day before the event, print the Pre-Sales Excel Sheet
▪ Sort the document by Zone before printing
▪ If there are not 12 tents sold for the event, please make sure the spread sheet prints enough
grid lines for 12 tents. Even if they are blank in the excel sheet, print them as additional tent
rental spaces. To do this you will need to make sure all rows through 15 have gridlines on
them
▪ This printed document will first go to the Events staff for set-up. Once set-up is complete this
sheet will be turned into Team Coordinators or the SFP staff member stationed in
Tournament Central
o Print Signage for Rented Tent labeling
▪ Use the template in Drop Box labeled “Tent Rental Name Plates”
▪ Record all Purchasers Name in size 40 font on separate sheets in the document
• Example: Joe Smith and Jane Doe rented tents for the event. Make there are
separate Name Plates for each. If you have 12 rentals, this document should be 12
pages long. Each label will Read: “Tent Reserved for: Customer Name”
▪ Print 4 copies of this document
▪ Each tent will need two plastic-paper protectors clipped to the bottom of the canopy. Slide
two sheets, both outward facing, into both paper protectors for each tent.
o Make Signage and Pre-Sales printed sheet available in the Tent Rental Clipboard located in Events
Coordinators Office for pick-up by Events Staff the next morning
▪ If sides have been rented also retrieve the side plastic bins for pickup by Events Staff, these
are stored in the Safe Room
Tent Rental Start of Event:
o Events Staff will arrive 1 hour before gates open
o Retrieve the Tent Rental Clipboard and appropriate side wall boxes from Events Coordinator or
Manager on duty
o Take the corresponding tents to the appropriate zones, begin set-up with Rental Tents
▪ Ensure weights have been properly distributed and secured on each tent
▪ Ensure Tent Renters name is displayed and visible on both sides of tent
7.B.1
Packet Pg. 153 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
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OPERATIONS MANUAL
PRE-SALES PROCESS CONT’D
o Once all Rentals have been set-up, return the empty side bins and clipboard package back to
Tournament Central. Then obtain the additional White 5x5 tent from Tournament Central overhang
and set-up in the employee parking gate entrance
o Next, proceed to check with Events Coordinator on which Event Tents need to be set -up
▪ Events Coordinator or Manager on Duty will have a list of SFP tents and set-up location
o After setting up each tent, inspect them individually to note any breaks, tears, or problems
▪ Record them on separate sheet of paper with Tent Color/Number and issue
▪ Report all issues to the Event Coordinator or MOD
In the scenario of an in-person or day-of Tent Rental:
o Rentals can take place in Tournament Central through either the Team Coordinators, Event
Coordinators, or MOD
▪ First have Renter fill out the Tent Rental Form located on Dropbox. Extra will be printed to
have on hand for each tournament
▪ They must include credit card number, even if they are paying with cash. We will not run the
card; it is simply for lost or damaged tents.
o Rental information will be recorded on the Pre-sales Sheet in the additional slots available. Write
down the proper Date, Purchaser, Quantity, Contact Email, Zone they would like to be set-up in, and
Tent Color/Number Assignment. Order Number can be left blank
▪ Process payment through Revel
o Once form is complete, inform Guest their tent will be set-up within the half hour
▪ Radio Events Coordinator or MOD once purchase process has been complete
▪ Events Coordinator will then assign Events Staff to set-up new Tent Rental
At the Conclusion of Day:
o Check to ensure all Rental and Event Tents have been collapsed down and set on the nearest fence
for next day set-up
▪ Note set-up location of tents and communicate to Events Coordinator
• Events Coordinator will adjust notes on Pre-Sales Sheet to account for any moved
tents
▪ Tents do not need to be brought in unless severe weather is in the overnight forecast. This
will be communicated by Events Coordinator or MOD
▪ Rental Tents may have moved from their original set-up location, still collapse these down
and leave them in their new set-up location
▪ Ensure all tents are accounted for. If need be, reference the Pre-Sales Sheet
7.B.1
Packet Pg. 154 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 97
OPERATIONS MANUAL
PRE-SALES PROCESS CONT’D
Proceeding Event Tournament Days Set-up/Tear-down:
o Events Coordinator will re-distribute the Pre-Sales Sheet to Events Staff. Crew will then set-up
Rental and Events tents in their last recorded location
o Event Staff will then return the Pre-Sales Sheet to Tournament Central
o Repeat this process each proceeding day of the tournament
o At Event conclusion, after final game, breakdown and return all Tents and Weights to their
designated storage area
▪ Inspect tents before dissembling, note any breaks in framing plastic or metal and any tearing
in Canopy top. Report this to the Events Coordinator or MOD
▪ Events Coordinator will log any broken tents
• If damage to tent is severe, Events Coordinator will then take the information to the
General Manager to proceed with proper billing
• Tent may need to then be taken out of commission
• Events Coordinator will inspect tents after incidents have occurred
7.B.1
Packet Pg. 155 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 98
OPERATIONS MANUAL
INVENTORY
It is required that the Manager complete a physical inventory for all merchandise, apparel, and smallwares on a
bi-annual basis. This inventory is best scheduled between the close of business at the end of the period and
before the opening of business for the subsequent period.
Tips for an accurate inventory:
o Take your count the same way every time, starting from the left and working to the right.
o Keep inventory periods consistent
o Always take inventory while closed for business
o Properly train employees in inventory counting to ensure accuracy
1. Count the items the way they’re positioned and, if needed, filter them alphabetically on a spreadsheet when
you’re done. Include the product’s type, brand, name, and case or package size.
2. Repeat this process of counting for every product, and enter the numbers onto the sheet, separating them
into merchandise, apparel, or other categories you want to arrange by.
3. Finally, take your sheet and add up the totals for each category.
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OPERATIONS MANUAL
FIRST AID
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INCIDENT & INJURY POLICY
Policy
When Injuries or Incidents occur in the park, during tournaments, during events including non-operating
days, injuries and incidents that affect the park are to documented using the SFP/FM forms.
Overview:
When an injury or incident occurs, the team member witnessing or making first contact is to alert the
manager on duty and/or medical personnel to the situation so they can assess and act accordingly. The
Medical Personnel or Manager will ensure that the incident report is complete and accurate.
Action Steps
Injuries:
o Any bodily injury to a guest, player, coach, partner, team member or visitor
o During a Tournament or Event: Medical Staff and Manager are to be notified so they can assess
the situation and act accordingly.
o On non-event days a manger is to be notified so they can assess the situation and offer support
as needed.
Incidents:
Types of incidents but not limited to:
Lightning Fire Burglary
Tornado Explosion Robbery
Wind Damage Electrical Issue Terrorism
Snow Storm Haz Mat Spill Civil Disturbance
Flood Gas Leak Bomb Threat
Tsunami Conduct Violation Active Shooter
Hurricane Code Adam
These will have a physical impact on tournament/event functions, park operation, amenities operations
and more. A manager is to be notified immediately so they can give direction and support. Local first
responders, utilities companies or other may be contacted.
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INCIDENT & INJURY POLICY CONT’D
Forms Process
o The Medical Personnel or Manager will ensure that the incident report is complete and accurate
including securing video if available. Communication of incident, if necessary, to proper partners
and filed monthly by year in the GM office.
MEDICAL PROTOCOL
Sports Force Parks will focus heavily on guest services and safety. The level of care that we offer through First Aid
is established by SFO Policy and a Medical Director if required by state law.
Responsibility
General Manager
o To make sure Medical Director has been procured if required and schedule meetings with staff as
required
o General Manager will communicate any concerns to SFP Corporate
Medical/First Aid Personnel involved in the treatment of athletes, participants and
spectators
EMT/Paramedics/Nurses operate under protocols established by their medical director and the state in which they
are certified. They do not administer drugs or do invasive procedures (start IVs or intubate) unless under the
direction of these protocols or under the direction of a physician who is acting as their medical director
EMT/Paramedic/Nurses teams are used to the situation in which a person comes up and identifies themselves
as a physician—often trying to be helpful or get involved in the care of the patient. The
Paramedics/EMT/Nurses operate under specific medical protocols under the direction of their medical director.
They cannot take orders from just anyone who walks up and says “I am a doctor.” Remember that most
physicians are not trained in pre-hospital care, the Paramedics are.
If additional care is needed beyond acute care, recommend a visit to Urgent Care or Hospital. If needed call
911
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OPERATIONS MANUAL
EMERGENCY
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OPERATIONS MANUAL
Sports Force Parks is committed to keeping all athletes, guests, and staff
safe, including from the dangers of weather and environment. It is important
to know the harms, risks, and appropriate ways to react to a weather
emergency or situation. Knowing when to seek shelter and recognizing
potential weather hazard us essential. The following are the policies and
procedures that should be followed in the event of inclement weather.
EMERGENCY CALL LIST
o In event of emergency, dial 9-911 from any landline, or 911 from a cell phone
• Explain what is happening, and the location
o Local Police ________________________________________
o Local Fire Department ________________________________
o Electric Company ____________________________________
o Gas Company _______________________________________
General Manager - _________________________________________
Park Superintendent - ______________________________________
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EMERGENCY PREPAREDNESS
o The General Manager is responsible for the implementation and training of park specific
emergency procedures
o All team members must be thoroughly familiar with all emergency procedures
o The Manager on Duty will act as the park’s point of contact in the event of a disaster
• They are responsible for all decisions relating to guest and employee safety
• They must know to follow proper contact procedures at all times
o Each park must perform emergency evacuation drills quarterly when the park is in operation- January,
April, July and October, In addition, before the first tournament of the opening month
Exit Locations/ Park Map
Identify from Park Map
o Emergency Exits
o Emergency Evacuations Assembly Area
Safe Shelter Area
o Each park must designate a “safe shelter” inside the park where team members and guest should
congregate in case of an emergency
o Safe shelters should be located away from glass, mirrors, and heavy objects which could fall, or
move the objects to the floor
o The area should be concrete reinforced if possible, or at least sheltered by ceiling and walls
Sports Force Parks - Safe Shelter for Lightning
o Guests should evacuate to cars
o In the event of a camp or case cars are not on site, they are to go to nearest building
• Restrooms, Locker Room, Maintenance Building, or Tournament Central
Assembly Area
o Designate an Assembly area outside the park, at least 500 feet away
o This is where all team members should meet following an emergency
Evacuation
o Announce evacuation directions using the overhead PA system
• “Attention guests. We have received notification requiring us to evacuate the park.
Please leave the park immediately, moving in a calm, orderly fashion to the neatest
park exit. We appreciate your understanding and cooperation.”
o Establish that the park has been cleared of all team members and guests
o If no threat to safety, secure cash registers/ POS locations and lock buildings and gates
o
o Manager on Duty should take the following items upon exit:
• Team Member contact information
• Team Member schedules
• Emergency Procedures
• First-Aid Kit
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EMERGENCY PREPAREDNESS CONT’D
o Account for all team members at tournament central and/or at maintenance building
o Provide first-aid kits for any injured team members or guests
o Assign a manager or lead to ensure no unauthorized re-entry into the
park
o Refer any media requests to bstorm@fields-inc.com
o Maintain clear access to the park for emergency responders
o Communicate situation status to Regional Manager and General Manager if not on site
Advance Preparation
o Understand the types of disasters for which your park is vulnerable
o Know which team members on staff are trained in first-aid, CPR, AED and fire extinguisher use
o Prepare a pocket phone list of all park managers, region manager, local first responders and utility
numbers and have at Tournament Central, Locker Room, Ticket Shack, and Maintenance Building
o Prepare and maintain an emergency contact list of all team members phone numbers that is
accessible inside and outside the park location
o Monitor the Weather Sentry application if a weather emergency has occurred
• When signal sounds, listen for severe weather alerts and instructions
• Have backup batteries of air horns
o Maintain a fully stocked First-Aid and Blood Borne Pathogens kit
o Ensure all managers know the location and operation of ventilation, gas, water, electric, and
sprinkler systems
o Managers understand what types and how to operate electrical equipment in the park - power doors,
electric overhead doors, light systems
o Fire extinguishers are provided but not intended for team members use unless the team member is
trained on proper operation and the hazards involved in fighting a fire
o All managers must know the location of all the fire extinguishers.
• Hourly team members should know location of two closest fire extinguishers near their work
area
o Managers must inspect fire extinguishers quarterly and ensure they are tested annually by the
contracted service
o Managers must test manual operation if power is out
o Ensure flashlights are working and available in each building. Also ensure backup batteries are
available
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OPERATIONS MANUAL
EMERGENCY PREPAREDNESS CONT’D
Notification
The Manager on duty will immediately notify the following people (as conditions permit) when any
emergency occurred or weather impacts park operations.
o Notify the General Manager:
• An emergency affecting park operations for an extended period of time is suspected or
discovered
• Expected hazardous conditions threaten the ability for team members and guests to travel.
o Notify Team Members after an emergency when:
• Conditions permitting, attempt to contact all team members scheduled to work to inform them of
the park closure status.
o Notify Guests after an emergency when:
• Conditions permitting, post signs at each entrance indicating park closure status.
General Damage
When there is high value property damage caused by weather, fire, or other destructive forces to building,
fixtures, and/or inventory, the Manager on Duty must immediately notify Perkins Police department, the
General Manger and Regional Manager.
o After the police department has written a report and with approval from Regional Manager, take
necessary measures to secure the park, assets and inventory from further damage. This may
include:
• Removing inventory from the building and securing it in off-site storage
• Contacting the proper authorities or outside vendors for assistance with clean up and damage
control
• Photographing all damage for insurance purposes
• Maintaining accurate records of all expenses necessary to protect the property
• Identifying and separating damaged goods
• Cooperating with designated insurance carriers to investigate claims
• Diverting all public relations issues to bstorm@fields-inc.com
• Partner with the Manager for emergency recovery and clean up services.
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OPERATIONS MANUAL
ICE/SNOW
When there is a projection of dramatic snowfall or ice accumulation which can cause unsafe travel
conditions, limit access to and from the park, and cause damage to the facility, or impact the operation of a
scheduled event.
Action Steps
Manager on Duty will:
o Contact the General Manager when forecast ice/snow conditions threaten the ability for team
members and guests to travel safely or Local Authorities declare a winter weather travel advisory.
o Keep the General Manager informed about any local storm related closings, delays, or
evacuations.
o Contact Fields Maintenance if there are excessive amounts of snow accumulation on the rooftop
or if structural integrity of the building is questionable.
o Ensure all exit doors can open freely.
o Partner with the General Manager on early closure.
o Follow all regular nightly closing procedures.
SEVERE WIND/TORNADO
The National Weather Service defines a tornado as" ... a violently rotating column of air in contact with the
ground and originating from a thunderstorm." A thunderstorm is the first step in the creation of a tornado. If
conditions are right, a thunderstorm may produce one or more tornados.
Usually the National Weather Service sends out alerts the day before dangerous weather is likely to occur.
The Weather Sentry system is the best way to stay tuned in to dangerous weather.
Tornado Preparation
The General Manager will:
o Conduct annual training sessions highlighting the following:
o Emergency exit locations
o Emergency Safe Shelter/Assembly Area
o Evacuation Routes
o Fire extinguisher locations
o Designate Safe Shelter Area inside the park in the event of tornados or severe winds
o Test emergency lighting systems, back-up portable lights, and flashlights available for emergencies
SEVERE WIND/TORNADO CONT’D
Action Steps
When high winds/tornado warnings are issued the Manager on Duty will:
o Assign a team member familiar with local geography to monitor the weather alert system, or other
emergency service announcements.
o Make an announcement over the P.A. system patterned after the National Weather Service warning,
stating: "Attention guests. The National Weather Service has issued a tornado warning for this area.
If further advisory information is received, you will be notified immediately."
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o Encourage guests and team members to remain in the building during a tornado warning. If a guest
or team member wishes to leave the park, comply with their decision.
o Make every effort to keep team members and guests calm.
o If a tornado is imminent, make an announcement directing all guests/team members to the safe
shelter area and go immediately to that location.
o Check all areas of the park (e.g., restrooms, Locker Room, etc.) to make sure everyone heard the
announcement and is responding in a calm and efficient manner.
o If conditions allow, lock the gate to the front entrance.
o If conditions allow assess guests and team members condition and notify 911 if needed
o Notify Regional Manger if the structural integrity of the building is questionable or any damage to
the building has occurred.
o Decide when to resume normal operations and announce over the P.A. system.
o Team members will gather in tournament central or maintenance building, if team members
decide to leave, they are to let the manager on duty know their decision
LIGHTNING
Weather Resources
Weather Sentry shall be utilized as the determining source for lightning, temperature, precipitation, wind speed
and wind chill factor verification.
Monitoring Personnel
The manager on duty shall be the individual(s) responsible for weather observation and current conditions. The
fulltime staff should check Weather Sentry for current weather conditions. Current conditions shall be
monitored prior to and all throughout events.
Lightning Safety Policy
The following Emergency Lightning Safety plan is based on current recommendations given by the NCAA
Sports Medicine handbook. The full-time staff present shall be the individual(s) responsible for weather
observation, including using the evacuation plan implementation. In the situation where lightning is detected in
a 10-mile range on the Weather Sentry station or an observation of 30 seconds (or less) between seeing the
lightning flash and hearing its associated thunder, the following shall occur:
Full-time staff shall alert the guests in the following manner:
SCRIPT FOR CONVERSATION PRIOR TO LOCAL ISSUE/PLACED ON TVS
“May I have your attention please? In the event of inclement weather approaching, we have a lightning
detector which we will use to monitor lightning. In accordance to NCAA recommendations, lightning detected
within 8-20 miles is considered to pose an imminent threat. Per Sports Force Parks lightning safety policy,
when the lightning detector reveals strikes within the 10-mile range we will suspend activity until the danger of
a lightning strike has passed. We will be in communication over the PA again if this occurs.”
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LIGHTNING CONT’D
PA Announcement for ALL CLEAR:
“In monitoring our lightning detector service, it appears the threat of lightning has diminished. Please report
back to your fields for further direction on resuming play.”
Team Member Procedures:
When inclement weather is anticipated, all staff will meet before the beginning of the tournament to discuss
procedures if an incident should occur. The GM or Events Coordinator will assign areas to each team member
to control if an incident does occur.
In the event of a weather incident:
The GM or Events Coordinator or Manager on Duty shall read the Lightning Safety Statement on the public
address system to provide assistance for guests and staff evacuation during events.
o As the lightning safety statement is being read over the PA system the staff members designated at the
pre-tournament meeting should be opening the gates to allow additional points of exit.
Clear everyone off of the attractions, assure they are with their parents and able to exit calmly.
o All staff shall assist the guests in navigating out of the park. Direct them to the vehicles.
o Recommend guests exit the bathrooms, concessions and retail areas and do not use them as shelter
areas. Full-time staff should walk through assigned areas. GM or Events Coordinator will assign each
person an area to clear.
o Equipment should be left on the field or amenities area and retrieved once deemed safe. If able, place
blower in ticket shack, cover harnesses and close windows on ticket shack and custom threads.
o While indoors, stay away from all walls, windows, plumbing and electronic devices attached to the walls
(including landline telephones). If in a vehicle, avoid contact with the metal frame and avoid radio use.
o Designate a weather watcher to monitor the weather from a safe location.
o No outdoor activities are to be resumed until 30 minutes after the last sign of lightning/thunder. For
every sign observed, the 30-minute timer is reset.
o When the threat has diminished and games can resume, the sports coordinator will update the tourney
machine schedule and send it out to all those effected. The remaining staff can walk to the gates and
allow re-entry.
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LIGHTNING CONT’D
Management of Lightning Storm- Induced Injuries
Individuals that are struck by lightning do not carry residual charge and may be handled without danger to the
medical or assisting personnel. The medical or assisting personnel should:
1. Evaluate whether the scene is safe. On-going lightning may still be a threat.
2. Safely move the injured individual to a safe shelter.
3. Activate emergency medical response systems if deemed necessary.
4. Apply any first aid necessary- AED if in cardiac arrest.
Activate EMS call 911.
The following should be considered when developing a strategy of safety during a lightning storm:
1. A longer time to clear the venue should be anticipated due to congestion.
2. Avoid being near the highest point of a particular venue.
3. Individuals who feel their hair stand on end should assume the lightning safety position; crouched on
ground, weight on balls of their feet, head lowered, and ears covered. Avoid lying flat on the ground.
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OPERATIONS MANUAL
HURRICANE
A severe tropical cyclone usually associated with heavy rains and winds above 74 mph. Hurricane
season generally runs from June 1st through November 30th.
Definitions:
Hurricane Watch: A storm may threaten a specific area. When a hurricane watch is in effect, all
employees should be on guard. Ensure all department personnel are familiar with the hurricane plan.
Hurricane Warning: A hurricane is expected to strike an area within 24 hours.
Categories:
Category I - Winds of 74-95 mph.
Damage primarily to shrubbery, trees, foliage, and unanchored mobile homes (no real damage to other
structures).
Category II - Winds of 96 to 110 mph.
Considerable damage to shrubbery and foliage; some trees blown down; major damage to exposed
mobile homes; extensive damage to poorly-constructed signs; some damage to roofing materials; window
and door damage; no major damage to buildings. May have storm surges 6- 8 feet above normal; coastal
roads and low-lying evacuation routes inland cut by rising water 2-4 hours before arrival of hurricane
center; considerable damage to piers; marinas flooded; small craft anchored in unprotected areas torn
from moorings; evacuation of some shoreline residences, mobile homes and low -lying island areas
required.
Category III - Winds of 111 to 130 mph.
Foliage torn from trees; large trees blown down, poorly constructed signs blown down; some damage to
roofing materials on buildings; some window/door damage; structural damage to small buildings; mobile
homes destroyed; storm surge 9-12 feet above normal; serious flooding at coast and many smaller
structures near coast damaged by battering waves and floating debris; low-lying evacuation routes inland
cut by rising water 3-5 hours before hurricane center arrives; flat terrain five feet or less above sea level
flooded inland eight miles or more; evacuation of mobile homes and low-lying residences within several
blocks of shoreline possible required.
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HURRICANE CONT’D
Category IV- Winds of 131-155 mph.
Shrubs and trees blown down; all signs down; extensive damage to roofing materials, windows and
doors; complete failure of roofs on many small residences; complete destruction of mobile homes; storm
surge 13-18 feet above normal; flat terrain ten feet or less above sea level flooded inland as far as six
miles; major damage to lower floors of structures near shore due to flooding and battering by waves and
floating debris; low-lying evacuation routes inland cut off by rising water 3-5 hours before hurricane center
arrives; major beach erosion; massive evacuation of all residences within 500 yards of shore possibly
required and of mobile homes/residences on low ground within two miles of shore.
Category v- Winds Greater Than 155 mph.
Shrubs and trees blown down; considerable damage to roofs or buildings; all signs down; very
severe/extensive damage to windows and doors; complete failure of roofs on many residences and
industrial buildings; extensive shattering of glass in windows/doors; some complete building failures;
small buildings overturned or blown away; complete destruction of mobile homes; storm surge greater
than 18 feet above normal; major damage to lower floors of all structures less than 15 feet above sea
level within 500 yards of shore; low-lying evacuation routes inland cut by rising water 3-5 hours
before hurricane center arrives; massive evacuation of mobile homes and residential areas on low
ground within 5-10 miles of shore possible required.
No matter what category is forecasted, all hurricanes require the same amount of preparation and
communication.
Hurricane Preparation
Operational procedures and associated responsibilities according to the stages of a hurricane are
outlined in the Hurricane Planning Guide. Copy the Hurricane Planning Guide and check all that
apply. Annotate the date when the task is completed.
Action Steps
When there is potential for a hurricane, the Manager on Duty will:
o Ensure that the Hurricane Planning Guide is complete
o Designate a team member to monitor the weather system at all times.
o Once the hurricane is over the Manager will:
o Conduct employee welfare checks to understand the status of team members
o If the park and/or buildings has sustained damage, ensure no one enters the park until the
authorities or SFP manager verifies it is safe to do so
o Contact the Police if any looting has occurred. Do not try to apprehend or stop any looters. Do not
put any Sports Force Parks/Fields Maintenance team members at risk
o Once it is safe to return to the park, assess any damage and refer to the Damage Checklist
o Once power is restored, breakers need to be checked and reset
o Take photographs to document structural and property damage, loss of merchandise/property and
keep all paid service receipts.
o Separate damaged goods from non-damaged goods, if possible
o Document non-scheduled team members working hours spent cleaning up any damage
o Be aware of flood possibilities as the storm moves inland. If sewer water is present (or possibility
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OPERATIONS MANUAL
exists) take appropriate precautions.
o Direct any media inquiries: bstorm@fields-inc.com
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OPERATIONS MANUAL
EARTHQUAKE
Unlike other emergencies, earthquake procedures are much less specific. Since earthquake magnitude
cannot be predetermined, everyone must initiate emergency precautions within a few seconds following the
initial tremor.
Earthquake Preparation
The General Manager will:
o Identify exits, doorways and hallways to determine alternate escape routes
o Avoid narrow exits or enclosed areas where people could become trapped or not seen by rescue
personnel
o Know how to shut off electricity, gas and water at the main fuse box or valve
o Check the park for potential risks
o Keep flammables and toxic chemicals isolated
Action Steps
If an earthquake occurs the Manager on Duty must remain calm and instruct guests and team
members to:
If Indoors:
o Drop, Cover, and Hold On
o Seek refuge under a heavy desk, table inside wall or in a doorway
o Stay away from windows, glass, shelves and hanging objects
o Cover face and head
o Avoid use candles, matches or open flame either during or after the tremor as there is a possibility of
gas leaks
If Outdoors:
o Move quickly away from buildings, utility poles, overhead wires, and
o other structures
o Avoid downed power or utility lines as they may be energized. Do not attempt to enter buildings until
advised to do so by proper authorities.
o If it is safe to do so, gather all team members at the Assembly Area
After the initial shock The Manager on Duty must:
o Be prepared for aftershocks which can cause further structural damage
o Check for injuries and persons trapped by falling objects. Do not attempt to
o move seriously injured people unless they are in immediate danger of further injury. If trapped, do
anything to attract attention to your location
o Determine if anyone is caught on the amenities (if applicable)
o If possible, locate and distribute First Aid supplies, flashlights, radios and batteries
o Turn on battery-powered radio or television to monitor emergency information/instructions
o Check utilities for broken gas, electrical and water lines. If you smell gas, open windows and shut
off the main gas valve
o Leave building and report any leaks to authorities. Do not re-enter the building until advised to do
so by the proper authorities
o Call 911 for emergency assistance, if necessary.
o If a fire is present, implement fire procedures.
o Contact your Regional Manager when it is safe to do so
o Direct any media inquiries: bstorm@fields-inc.com
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OPERATIONS MANUAL
TSUNAMIS
A tsunami is a series of waves generated by an undersea disturbance i.e., earthquake. From the area of
the disturbance, waves travel outward in all directions much like the ripples caused by throwing a rock
into a pond. The time between wave crests may be from 5 to 90 minutes and the wave speed in the open
ocean averages 450 m.p.h. As waves approach the shallow coastal waters, they appear normal and the
speed decreases, then as the tsunami nears the coastline, it may grow to great heights and smash into
the shore causing much destruction.
Tsunamis Preparation
o Know the height of your street above sea level and distance from the coast. (Evacuation orders
may be based on these numbers)
o Be familiar with tsunami warning signs
o Train all team members on evacuation plans.
o Have emergency supplies on hand (e.g., flashlight with extra batteries, portable, battery-
operated radio with extra batteries, First Aid kit and manual, etc.) and Emergency Manual
Action Steps
During a Tsunami or when there is a threat of a tsunami the Manager on Duty will:
o Have a manager or lead monitor radio or television for the latest emergency information and
prepare to evacuate
o If there is an official tsunami warning or signs of tsunami, evacuate immediately and climb to
higher ground.
o Return to the park only after authorities advise it is safe to do so
o Understand that a tsunami is a series of waves. One wave does not mean danger has passed.
The next wave may be larger than the first.
After the Tsunami the Manager on Duty will:
• Monitor radio or television for the latest emergency information
• Return to the park only when authorities say it is safe to do so
• Help injured or trapped persons
• Give First Aid (if applicable)
• Stay away from damaged buildings.
• If injuries occur or there is damage to the building call 911
• Contact your Regional Manager when it is safe to do so.
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OPERATIONS MANUAL
FIRE
General Manager must develop a plan with the local fire department for handling emergencies at each
park location. The park manager must hold quarterly fire drills to familiarize team members on evacuation
procedures.
Action Steps
In the event of fire, the Manager on Duty will:
o Take appropriate precautions to assure your personal safety.
o Call 911. Provide your name, the exact location of the fire (i.e., building, room, etc.) Stay on the
phone until released by the 911 operator.
o Fire extinguishers are provided but not intended for team member use unless the team member is
trained on the proper use of fire extinguishers and the hazards involved with fighting a fire.
o Immediately begin evacuating the park using the nearest, least busy exits
o Once outside, move to the pre-determined safe shelter area.
o Keep streets and walkways clear for emergency vehicles and crews.
o Do not return to an evacuated area unless authorized by the fire department or authorities.
o Contact your Regional Manager when it is safe to do so
After the Fire and the fire department determine it is safe, the Manager on Duty will:
o Photograph damage before clean-up begins
o Contact the Regional Manager to initiate salvage clean -up operations
o Catalog all damaged assets and merchandise
o Complete an Incident Report as soon as possible
o Direct any media inquiries: bstorm@fields-inc.com
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OPERATIONS MANUAL
TERRORISM
Terrorism is an unlawful use of force, or threatened force, to deliberately create fear, panic, and
intimidation for bringing about political, religious, or ideological change.
While terrorist acts involving any of our parks is extremely remote, we recognize that should a
threat occur elsewhere, the fallout of the attack could affect our park and team members. With this
in mind, it is important that you are informed and know how to respond. Be particularly aware of any
packages left unattended. If you suspect terrorist activity, immediately contact the local police
department.
Definitions
Biological Attack This is the deliberate release of germs or other biological substances that can make
you sick. Many agents must be inhaled, enter through a cut in the skin, or ingested to be toxic. Unlike an
explosion, a biological attack may/may not be immediately obvious. You will probably learn of the danger
through an emergency radio, TV broadcast, or some other signal used in your community.
Public health officials may not immediately be able to provide information on what to do. It will take
time to determine the type of illness, treatment, and risks. Monitor the local television station or radio
for official news.
Chemical Attack A chemical attack is the deliberate release of a toxic gas, liquid, or solid that can poison
people and the environment. Possible signs of a chemical threat are: Many people suffering from watery
eyes, twitching, choking, difficulty breathing, or lack of coordination or many sick or dead birds, fish, or
small animals.
Nuclear Blast A nuclear blast is an explosion with intense light and heat, a damaging pressure wave and
widespread radioactive material that can contaminate the air, water, and ground surfaces for miles
around.
Radiation Threat A radiation threat or "dirty bomb" is the use of common explosives to spread
radioactive materials over a targeted area. It is not a nuclear blast. The force of the explosion and
radioactive contamination will be more localized. While the blast is immediately obvious, the presence
of radiation will not be clearly defined until trained personnel with specialized equipment are on the
scene. As with any radiation, you want to limit your exposure with shielding, distance and time.
7.B.1
Packet Pg. 175 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
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OPERATIONS MANUAL
TERRORISM CONT’D
Action Steps
In the event of a terroristic attack, the Manager on Duty will:
o Instruct guests and team members to protect themselves from unknown substances and to cover
their mouths and noses with layers of fabric that can filter the air but still allow breathing (e.g.,
three layers of cotton T-shirt, handkerchief, or towel) and to wash with soap and water and
immediately.
o Contact the appropriate authorities immediately. Dial 911.
o Quickly decide the fastest escape route away from the threat.
o If evacuation is impossible gather guests and team members and instruct them to go to the safe
shelter area as far away from the threat area as possible.
o If contaminates are present, contact the fire department for further direction.
o Monitor TV and/or radio for situation updates and instructions from emergency managers.
o If evacuation is possible, follow the evacuation checklist.
o If a nuclear blast occurs, instruct guests and team members to take cover immediately, below
ground if possible. Call 911 and provide your name and your exact location. Stay on the phone
until released by the 911 operator.
o Contact your Regional Manager when it is safe to do so
o Direct any media inquiries: bstorm@fields-inc.com
7.B.1
Packet Pg. 176 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 119
OPERATIONS MANUAL
BOMB THREAT
Any calls indicating a bomb or other device intended for destruction has been placed on or near the
property. All calls of this nature regardless of specific details will be treated as a real threat
Action Steps
Complete the Bomb Threat phone call checklist
Bomb Threat Checklist
INSTRUCTIONS: Be calm. Be courteous. Listen! Do not interrupt the caller. Complete this form during
your conversation. Keep the caller talking as long as possible.
Ask the caller:
What is the threat? Describe (write on back if necessary):
Phone Number calling, (if available): ___________
If a Bomb: ask the following:
When will the bomb explode? _________________________________________
Where is it right now?_______________________________________________
What kind of bomb is it?_____________________________________________
Is there more than one bomb?______________________________________
Did you place the bomb?__________________________________________
What will cause it to explode?_______________________________________
Why are you doing this?___________________________________________
7.B.1
Packet Pg. 177 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 120
OPERATIONS MANUAL
BOMB THREAT CONT’D
Characteristics: (Circle) Man Woman Child
Calm Well Spoken Incoherent/Irrational
Angry Foul Language Slurred
Lisp Rapid Message Read by Caller
Clearing Throat Soft Loud
Deep Breathing Cracking Voice Unconvincing
Background noises:
Voices Clear Party Atmosphere
Static Animal Sounds Music
Machinery Traffic Other:
Try to ask: What is your name? What is your address?
Immediately Call 9-911.
7.B.1
Packet Pg. 178 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 121
OPERATIONS MANUAL
HAZARDOUS MATERIAL/CHEMICAL SPILL
Hazardous Materials are defined as any material, that because of its quantity, concentration, or
physical or chemical characteristics, may pose a real hazard to human health or the environment.
Hazardous materials include the following categories:
o Flammable or combustible material
o Toxic material
o Corrosive materials
o Oxidizers
o Aerosols
o Compressed gases
Other materials considered hazardous include mercury, asbestos, propellants, bulk fuels, ammunition.
Hazardous materials, when spilled, are uncontrolled. Use caution when handling hazardous materials
and be vigilant for leaks and spills. During clean- up, wear appropriate equipment to the hazard. This
includes gloves, chemical goggles, face shield, and respiratory protection (as appropriate).
Spill Preparation
Each park is equipped with spill kits to handle small hazardous material spills.
The following two types of kits are required:
o Acid, Caustic, Flammable. Clean up using polypropylene felt absorbent pads. Use cat litter to
absorb liquid spills.
o Mercury. A special spill kit is required for mercury spills, which uses sulfur to react with mercury to
produce a safer amalgam compound
Action Steps
When a small spill occurs (less than 1-2 quarts of material), the Manager on Duty will:
o Section off the area from guests and team members
When a large spill occurs, the Manager on Duty will:
o Section off the area from guests and team members
o Immediately notify the fire department if the spill is from an unknown source, is outside your work
area, or is larger than you can comfortably manage.
o If the substance is known, contact 3E at: 1-800-451-8346 for the MSDS.
o When Emergency Crews arrive leave the immediate area but remain at the scene to provide other
information as needed.
o Direct others away from the spill area.
o Team Members injured in a spill, leak, or explosion must seek immediate medical attention.
o Complete an Incident Report as soon as possible
o Contact your Regional Manager when it is safe to do so.
o Direct any media inquiries: bstorm@fields-inc.com
7.B.1
Packet Pg. 179 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 122
OPERATIONS MANUAL
GAS LEAK
A leak or the suspect of a leak of natural gas or propane in the building. The leak could be detected by
smell or by an alarming detector.
Action Steps
In the event of a gas leak or suspected leak the Manager on Duty will:
o Cease all operations immediately and call the Park Superintendent
o Discontinue use of the cell phones and two-way radios and other electric devices.
o Immediately and safely evacuate the area
o Open doors to promote ventilation and keep walkways clear for emergency crews.
o Call 911 promptly after leaving the area if the damage results in a natural gas leak that may
endanger life or cause bodily harm or damage to the property.
o Ensure no one lights a match, candle or cigarette.
o Ensure no one turns electrical devices on or off, including light switches
o Do not attempt to control the leak or repair the damaged pipe or meter.
o Do not use or turn off any equipment that could cause a spark. Motorized or electrically powered
equipment or vehicles may create an ignition source if a gas leak is present.
o Safely abandon any motorized or powered equipment or vehicles. Gas leaking from a plastic
pipe can create static electricity that can ignite the gas.
o Do not return to an evacuated building until authorized by proper authorities
o Complete an Incident Report as soon as possible
o Contact your Regional Manager when it is safe to do so.
o Direct any media inquiries: bstorm@fields-inc.com
7.B.1
Packet Pg. 180 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 123
OPERATIONS MANUAL
CIVIL DISTURBANCE
Civil unrest is a disturbance that can occur within or near proximity of our park by multiple
individuals, planned or spontaneous, which can include activities including Flash Mob or
organized business disruptions. These events could be organized through social media
networks to disrupt and interfere with normal business practices to encourage criminal activity
or business disruptions. Financial losses are just one aspect; of greater importance are safety
concerns. These types of incidents disrupt the flow of business, distr act team members and
create safety issues.
Action Steps
If there is any indication pre-event the Manager on Duty will:
o Notify the General Manager and Regional Manager immediately.
In the event of a civil disturbance the Manager on Duty will:
o Maintain safety of guests and team members as a primary priority
o Provide excellent guest service
o If it is safe to do so, immediately clean up any messes that could be potential safety
issues.
o If a dangerous situation occurs, direct guests and team members to a safe lo cation
o Immediately call 911 and General Manager when it is safe to do so.
o Do not confront or apprehend any suspects
o Maintain strong team member presence in the POS areas
o Observe and report any stolen or damaged property, injuries, and or pertinent suspect
identification information to the local authorities, take photographs and notify the
General Manager.
o Catalog all damaged assets and merchandise
o Complete an Incident Report as soon as possible
o Contact your Regional Manager when it is safe to do so.
o Direct any media inquiries: bstorm@fields-inc.com
EXPLOSION
A sudden release of energy most often associated with loud noise. Explosions can result in injury, fire
and entrapment.
Action Steps
If there is an explosion nearby, the Manager on Duty will:
o Immediately take cover under tables, or other objects that will provide protection from falling glass and
debris.
o After the initial effects of the explosion have subsided, call 911. Provide your name, location and nature
of the emergency.
o Evacuate the park and/or buildings using the nearest and safest available park exit.
7.B.1
Packet Pg. 181 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 124
OPERATIONS MANUAL
o Once outside the park, direct all team members and guests to move to the predetermined assembly
area.
o Keep streets and walkways clear for emergency vehicles and crews. Do not return to an evacuated
park or buildings until authorized by properly authorities.
If the explosion caused entrapment the Manager on Duty will:
o Make loud noises so rescue crews can locate you.
o Shout as a last resort to avoid inhaling dangerous amounts of dust.
o Avoid unnecessary movement
o Cover your nose and mouth with dense-weaved cotton material like a shirt
o Ensure that only trained rescue crews attempt to rescue people from a collapsed building
o Wait for emergency personnel to arrive.
After the Explosion and the fire department determines it is safe the Manager on Duty will:
o Photograph damage before clean-up begins
o Catalog all damaged assets and merchandise
o Complete an Incident Report as soon as possible
o Contact your Regional Manager when it is safe to do so.
o Direct any media inquiries: bstorm@fields-inc.com
ELECTRICAL FAILURE
Pre-planning, preparation, training, and factual communication to all key personnel are vital to prevent
panic and protect team members, guests, and company assets during a power failure. A total power
failure will often trigger hit/run tactics, looting, vandalism, and emotional apprehension. Manager on Duty
must be aware of these tactics and take preve ntive action. If it is a significant power failure, the
emergency generator will provide limited electricity to crucial areas of the building (including emergency
lighting).
Electrical Failure Preparation
General Manager will:
o Ensure the emergency Contact list is up-to-date
o Review the park evacuation plan including safe shelter and assembly area with team members
o Ensure working flashlights are in the cash office, at each POS position, office areas, buildings and
restrooms
Action Steps
If an electrical failure occurs the Manager on Duty will:
o Turn off all electrical equipment (including computers)
o Using a cell phone notify the General Manager and Park Superintendent
o Evacuate the park and/or buildings if the safety of guests or team members is threatened or at the
General Manager's direction
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Packet Pg. 182 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
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OPERATIONS MANUAL
o Have Coordinators or Leads patrol their areas and assign a team member to stand by each POS
position
o Use the flashlights available at each POS location
o Establish security patrols for fire and theft surveillance until power is restored or you have
permission to leave the building
o Call the local electric company to determine the estimated time before power is restored
o Partner with the General Manager prior to making any decision to close the park
o If a decision is made to close the park, the coordinators and leads must properly close each POS
register and deposit all money in the cash office safe.
o Check all areas for "stay ins" and ensure all high-risk areas are secure
If power is lost for an extended period of time, the Manager on Duty will:
o Contact General Manager to assess situation
WATER LEAKS/FLOOD
Most flooding emergencies occur with sufficient time to respond effectively, therefore pre-planning with
local emergency personnel is critical to limiting losses.
Emergency action depends upon early flood warning and the use of available equipment, supplies,
and personnel to limit damage. Please follow the below steps to assist you with planning and
reacting to water leaks/floodWater Leaks Action Steps
When a water lead occurs form rooftops or plumbing, the Manager on Duty will:
o Try to contain the water leak to minimize property and merchandise damage
o Secure the area to prevent safety hazards to our team members and guests by placing wet floor signs, cones,
etc.
o Contact Park Superintendent for assistance and know the location of the domestic water valve shut off so
you can turn off if needed
o Segregate any merchandise or property that is affected by the leak(s) and do not dispose of damaged
product until proper documented and approval given
o Catalog all damaged assets and merchandise and take photographs of damage
o Complete an Incident Report as soon as possible
o Contact your Regional Manager when it is safe to do so.
Flood Action Steps
When potential for a flood, the Manager on Duty will:
o Begin to monitor local radio, TV and Internet for information and official instructions as it becomes
available (Note: Local authorities may or may not be able to provide information as it is happening)
o Ensure an updated emergency contact list printed and available.
o Secure all electronic devices and park paperwork at an elevated height to prevent water damage
(tarps may be needed to cover property)
o Prepare a plan if employees and managers cannot leave the park do to local restrictions (food,
water, flashlights, battery operated radio)
o Review with all employee current availability information
o Notify Regional Manager of the flood potential and consider the use of sandbagging services
7.B.1
Packet Pg. 183 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 126
OPERATIONS MANUAL
WATER LEAKS/FLOOD CONT’D
During a flood, the Manager on Duty will:
o Monitor TV, radio and Internet for updated information as it is happening
o Communicate all updates including evacuation orders to your Regional Manager
o Keep the safety or guests and team members as your first priority
o If the park/buildings are closed during the incident, follow proper closing procedures and
secure all funds.
o If the park must close during the flood, follow proper closing procedures and secure all funds
After a flood the Manager on Duty will:
o Return to your park only when authorities indicate it is safe to do so.
o Use extreme caution when entering buildings since there may be hidden
o damage and unsafe conditions including damaged and arching electrical wires
o Before entering park, assess the surroundings of the buildings for any obvious structural
damage
o Pay close attention to any downed power lines and ensure that you do not enter standing
water
o Report any hazardous materials that may have leaked to
emergency personnel
o Photograph damage before cleanup begins
o Initiate salvage clean-up operations by appropriate parties
o Catalog all damaged assets and merchandise
o Complete an Incident Report as soon as possible
o Contact your Regional Manager when it is safe to do so.
o Direct any media inquiries: bstorm@fields-inc.com
7.B.1
Packet Pg. 184 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 127
OPERATIONS MANUAL
BURGLARY
Breaking and entering a park location especially at night with intent to steal merchandise or cash; also:
the act of entering and remaining unlawfully in a building with intent to commit a crime after park closing.
Action Steps- Burglary Response
When alerted to a burglary situation the responding manager will:
o Respond to any alarm notifications or call from proper authorities received during non -park hours.
o Return the call to the police to verify validity and provide estimated arrival time with vehicle
description. Note: This is important to prevent a false call and risk or robbery.
o Wait until the police arrive at the front of the park or buildings
o Under no circumstances enter the park or buildings alone.
o If the police are not on site or do not arrive, call the local police department to verify dispatch and
estimated arrival time
When an actual burglary has occurred, the responding manager will:
o Notify Regional Manager immediately
o Make a sweep of affected areas and document potential missing items
o Take photos of breach area (glass/door/trailer)
o Secure any surveillance video
o Follow direction of law enforcement to avoid interfering with the investigation
o Catalog all damaged assets and merchandise
o Complete an Incident Report as soon as possible
o Contact your Regional Manager when it is safe to do so
o Direct any media inquiries: bstorm@fields-inc.com
7.B.1
Packet Pg. 185 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 128
OPERATIONS MANUAL
ROBBERY
Robbery is defined as "the unlawful taking away of personal property from a person by violence or by
threat of violence that causes fear; or larceny from the person or immediate presence of another by
violence or threat of violence and with the intent to steal.
Action Steps
During a robbery the affected team member will:
o Remain calm
o Comply with robber’s demands
o Mentally note the physical description of robber, including any distinguishing characteristics.
o Tell the robber ahead of time what you are going to do: (e.g., I am getting the keys out of my
pocket")
o Warn the robber if there is anyone else in the park.
o Observe the direction the robber exits the park (if possible)
o Don't attempt to resist or apprehend the robbery suspect
After a robbery the Manager on Duty will:
After the suspect is clearly gone and it is ok- Call 9-911 from a land line or 911 from a cell phone
o Check the safety of team members and guests
o Secure the scene (do not disturb any evidence)
o Write down any information from the robbery (e.g., description of robber, car description,
direction of travel, etc.)
o Separate the witnesses and have them write down a description of robber and any deta ils of
the event.
o Catalog all damaged assets and merchandise
o Complete an Incident Report as soon as possible
o Contact your Regional Manager when it is safe to do so.
o Direct any media inquiries: bstorm@fields-inc.com
7.B.1
Packet Pg. 186 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 129
OPERATIONS MANUAL
ACTIVE SHOOTER
Any event involving one or more subjects participating in a shooting to demonstrate their intent to
continuously harm others. Their overriding objective is to cause multiple casualties rather than other
criminal conduct. These events are unpredictable and usually last 10 - 15 minutes
Precautions
An active shooter in the park may be a current or former team member or an acquaintance of a current or
former team member. Intuitive managers and co-workers may notice characteristics of potentially violent
behavior. Alert your manager, if you believe an associate/co-worker exhibits these characteristics.
Indicators of Potential Violence by a Team Member
Team Members typically do not just "snap" but display indicators of potentially violent behavior over ti me.
If these characteristics are evident, they can often be managed and treated. Some potentially violent
behaviors may include one or more of the following:
o Increased use of alcohol and/or illegal drugs
o Unexplained increase in absenteeism; vague physical complaints
o Noticeable decrease in attention to appearance and hygiene
o Depression/withdrawal
o Resistance and over-reaction to changes in policy and procedures
o Repeated violations of company policies
o Increased severe mood swings
o Noticeably unstable emotional responses (i.e., explosive outbursts of anger or rage without
provocation)
o Suicidal; comments about "putting things in order"
o Paranoid behavior characteristics ("everybody is against me")
o Increasingly talks of problems at home
o Escalation of domestic problems into the workplace; talk of severe financial problems
o Talk of previous incidents of violence
o Empathy with individuals who commit violence
o Increase in unsolicited comments about firearms, dangerous weapons and violent crimes
7.B.1
Packet Pg. 187 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 130
OPERATIONS MANUAL
ACTIVE SHOOTER CONT’D
Active Shooter Preparation
Manager on Duty will:
o Read and understand these procedures to ensure successful response and prompt resolution for
these types of Incidents
o Understand their pivotal role in making our parks, guests and team members feel safe
o Understand their role in ensuring successful investigation and resolution of each Incident.
o Partner with local law enforcement to conduct ALICE drill annually
Active Shooter Outside the Park Action Steps
When an Active Shooter situation occurs outside the park team members will:
o Put personal safety first.
o Listen to assess the location of the shooter
o If notified by a guest, listen to the guest
o Using the two-way radios, immediately notify the manager on duty of the emergency
o Immediately move from the impacted area of the park, away from entrances or any place that
can be seen from outside the park
o If guests are present, instruct them to follow you to a safe place
o Be cautious in selecting the safe place to ensure safety and options for escape
When an Active Shooter situation occurs outside the park the Manager
on Duty will:
o Put personal safety first
o Without exposure to the shooter, lock external perimeter access gates to the park
o Using the public announcement system and two-way radios, make an announcement
directing all team members and guests to a safe place inside the park.
o If necessary, Use the following script: "Attention guests. We have received notification that
requires everyone move to a safe area inside the park.”
o Please set down any product and follow the nearest Sports Force Parks team member to a
designated safe area."
o Keep team members and guests away from the affected area or points in view of the outside
7.B.1
Packet Pg. 188 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 131
OPERATIONS MANUAL
ACTIVE SHOOTER CONT’D
o Understand that First responders (police) may be in different uniforms or plain clothes,
but all will be identifiable as law enforcement. There will be a lot of yelling from
officers. Listen to and follow their commands and answer an y questions they may
have. If instructed, stay on the floor with your hands open and in plain view. Do not
run towards officers or attempt to touch or reach out to officers. Expect to be treated
aggressively until the situation is under control. Do no t expect first responders to
render first aid.
o Complete an Incident Report as soon as possible
o Contact your Regional Manager when it is safe to do so.
o Direct any media inquiries: bstorm@fields-inc.com
Active Shooter Inside the Park General Action Steps
When an Active Shooter situation occurs inside the park all team member will:
RUN: If you can get out do so
o Put personal safety first.
o If there is an escape path, attempt to evacuate
o Evacuate whether others agree to or not and leave your belongings behind
o Help and encourage others to escape if possible
o Prevent others from entering the area
o Call 911 when it is safe to do so
HIDE: If evacuation is not possible, find a place to hide
o Lock and barricade doors
o Turn off lights
o Silence cell phones
o Hide behind large objects
o Remain very quiet
TAKE ACTION: As a last resort, and only if your life is in danger
o Attempt to disable the shooter
o Act with purpose
o Improvise weapons
o Commit to your actions
7.B.1
Packet Pg. 189 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 132
OPERATIONS MANUAL
ACTIVE SHOOTER CONT’D
Post Active Shooter Event
When an Active Shooter situation has ended the park team members will:
o Understand that an active shooter event is only over when Law Enforcement notifies the Manager on
Duty that the building has been secured. Do Not exit or re-enter the park until instructed to do so by
Law Enforcement.
o Immediately locate the manager on duty and let them know you are okay
o Provide any detailed information given or witnessed
o If shooter was seen, gather information about the description
When an Active Shooter situation has ended the Manager on Duty will:
o Ensure the safety of self and all team members and guests
o Use the two-way radios to give instructions to other team members
o Verify all team members are accounted for
o Obtain as much information from guests/team members about the incident
o Check security system for video evidence. Preserve video evidence by burning a CD of the
incident
o Comply with Law Enforcement for any request for information to support an investigation
o Remind all of our team members of the Media Policy
o Catalog all damaged assets and merchandise
o Complete an Incident Report as soon as possible
o Contact your Regional Manager when it is safe to do so.
o Direct any media inquiries: bstorm@fields-inc.com
7.B.1
Packet Pg. 190 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 133
OPERATIONS MANUAL
CODE ADAM (MISSING CHILD)
Code Adam is a strictly defined procedure for employees to follow when someone reports a lost or
missing child.
Action Steps
When an associate is alerted that a child is missing the Associate will:
STEP 1. Obtain a detailed description of the missing child
o Name, age, gender, race
o Weight, height, hair and eye color
o Approximate weight and height
o Describe what the child is wearing, specifically color and type of clothing including shoe
color and style (An abductor may change child's clothing but usually does not remove or
change the child's shoes)
Step 2. Utilize the in-park PA system to page "Code Adam."
o Provide the description received
o After hearing "Code Adam," all team members (except POS team members) should begin
looking for the child.
o Page the nearest manager to your area to take control of the incident.
o Escort the parent or guardian of the missing child to the front of the park to assist in identifying
the lost child.
o The Manager on Duty at the front of the park should assume their position and immediately
begin monitoring. Ask guests with children to wait until the manager (who is escorting the
parent or guardian) is brought to the front of the park. Then ask the child his/her name and if
the adult is their parent. The park management team will assign responsibility for important
designated areas (e.g. restrooms, backroom, etc.).
Step 3. If the child is not found within 10 minutes
o Immediately notify the local police department. Don't hesitate. Police would rather get a
second call stating that the child has been found, rather than to discover too late that the child
has been abducted
Step 4. If the child is found and appears to have been lost and unharmed
o Reunite the child with their parent or guardian
o If called, notify the police that the child has been located
7.B.1
Packet Pg. 191 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
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OPERATIONS MANUAL
CODE ADAM (MISSING CHILD) CONT’D
Step 5. If the child is found accompanied by someone other the parent or legal guardian:
o Proceed with caution
o Use reasonable efforts to delay their departure, but do not put yourself or others at risk
o Ask the child if they are alright
o Provide police with a detailed description of the individual
Step 6. Cancel the Alert
o Conclude the incident by saying "Code Adam Cancelled" via the PA system
o After a code Adam situation, the Manager on Duty will:
o Complete an Incident Report as soon as possible
o Contact your Regional Manager when it is safe to do so
o Direct any media inquiries: bstorm@fields-inc.com
7.B.1
Packet Pg. 192 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 135
OPERATIONS MANUAL
URGENT VS. POTENTIAL
To ensure a situation is handled the appropriate way over radio conversation using “urgent” and “potential” calls.
Responsibility
Staff
o When a situation arises to “urgent” or “potential” it is the staff member who is overseeing that
particular area to make the radio call.
o If a staff member notices an “urgent” or a “potential” situation occurring, it is he/she’s responsibility to
make the radio call to notify park management, park security, and/or park medic to ensure the safety of
Sports Force Parks guests
POLICY
If a situation arises in the park and the staff members sense that the situation is going to get out of
hand, he/she may call on the radio or find someone with a radio to call either “urgent” or “potential.”
o Urgent- a situation that requires immediate response from park management, park security, and/or
park medic.
o Potential- an alert that a situation may soon get out of hand and park management, park security,
and/or park medic should be on alert.
Urgent Call- Action Steps
o Team member should call “urgent” if a satiation requires immediate attention from park management,
park security, and/or park medic.
o When making an “urgent” call over the radio, remain calm and in control at all times.
o Be sure to designate field number and location on field, or specific area of park that assistance is needed.
o If park security and/or park medic are needed, a call should be made to them on their radio channel also.
o Available park management should respond by radio letting others know they are on their way.
o All available park management should respond to the call.
Potential Call- Action Steps
o Team members should call “potential” if a situation is getting to a point where immediate attention from
park management, park security, and/or park medic may be needed.
o Be sure to designate field number and location on field, or specific area of park that assistance is needed.
o If situation escalates, an “urgent” call should be made over the radio using the action steps outlined above.
o Park management should respond to a “potential” call by notifying the staff call was received and
someone is on their way.
o Closest park management will go check on the situation and report back if additional help is needed.
7.B.1
Packet Pg. 193 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 136
OPERATIONS MANUAL
HUMAN RESOURCES
7.B.1
Packet Pg. 194 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
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OPERATIONS MANUAL
REVEL POS QUICK REFERENCE GUIDE
Quick Reference Guide
Revel Operating Systems
Registers and Printers
References- How to Open Register
From Home Screen, Click on the far
Left APP Revel POS
Click on Tills
Click on New Till – Drawer 1
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Packet Pg. 195 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
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OPERATIONS MANUAL
REVEL POS QUICK REFERENCE GUIDE CONT’D
References- How to Open Register
Type in the correct amount
Click Set
When prompted to Reassign this till
Click NO
Prompt will pop up on screen verifying
Till was opened
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Packet Pg. 196 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
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OPERATIONS MANUAL
REVEL POS QUICK REFERENCE GUIDE CONT’D
Reference- How to Close Register
Click Tills
Click Till – Drawer 1
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Packet Pg. 197 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
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OPERATIONS MANUAL
REVEL POS QUICK REFERENCE GUIDE CONT’D
Reference- How to Close Register
Click on Check Out
Type in each QUANTITY for currency
Select NEXT
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Packet Pg. 198 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
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OPERATIONS MANUAL
REVEL POS QUICK REFERENCE GUIDE CONT’D
Reference- How to Close Register
If drawer is even, Select Print Summary
If drawer if off, recount by selecting
Checkout
In top left corner
After you print summary, click Submit in
top right corner
Prompt will pop up verify register is
closed
Remove till and take to safe room
7.B.1
Packet Pg. 199 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 142
OPERATIONS MANUAL
REVEL POS QUICK REFERENCE GUIDE CONT’D
Reference- How to make a Return with Receipt
Select Return
Type in Receipt information, click
Submit
Select items to be
returned.
Select Next
Select Return
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Packet Pg. 200 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
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OPERATIONS MANUAL
REVEL POS QUICK REFERENCE GUIDE CONT’D
Reference- How to make a Return with Receipt
Select Pay
Select appropriate tiles based on the
form of payment
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Packet Pg. 201 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
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OPERATIONS MANUAL
REVEL POS QUICK REFERENCE GUIDE CONT’D
Reference- How to make a Return with Receipt
Select Refund
Make sure to give customer back
Correct change
$28.82
8.82
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Packet Pg. 202 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 145
OPERATIONS MANUAL
REVEL POS QUICK REFERENCE GUIDE CONT’D
Reference- How to make a Return without Receipt
Customer does not have receipt, but paid cash
o From main menu, click returns, then click No Receipt
Type in the item the guest is returning
Type in Reason
Click Next
Select Return
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Packet Pg. 203 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
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OPERATIONS MANUAL
REVEL POS QUICK REFERENCE GUIDE CONT’D
Reference- How to make a Return without Receipt
Select Pay
Select Cash
7.B.1
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pg. 147
OPERATIONS MANUAL
REVEL POS QUICK REFERENCE GUIDE CONT’D
Reference- How to make a Return without Receipt
Confirm amount
Select Refund
Make sure to give customer back
Correct change
$28.82 $28.82
7.B.1
Packet Pg. 205 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 148
OPERATIONS MANUAL
REVEL POS QUICK REFERENCE GUIDE CONT’D
Receipts not Printing
1. Check to see if receipt tape needs changed
a. Change roll if out (check for black spindle from previous roll, and throw away)
2. Check to see what WIFI the register is using
a. Tablets need to be connected to the revsportsforce
i. Click Home Button
ii. Click Settings (gear icon)
iii. Check WIFI in left column
1. Should say revsportsforce
iv. Click WIFI if not on correct WIFI
1. Select revsportsforce
3. Tablet is on correct WIFI, but printer still not working
a. Check Bluetooth
i. Click Home Button
ii. Click Settings (gear icon)
iii. Turn blue tooth off then on
iv. Select the device that pops up
1. Will follow this format (may have different numbers)
a. TM-m30_004243
2. Wait for it to connect
4. Tablet is on correct WIFI, Bluetooth is connected to the printer, but still not working
a. Power down iPad and power back on
b. Check WIFI and Bluetooth
c. Check to see if iPad needs updates
i. Click Home Screen
ii. Click Settings (gear icon)
iii. Click General
1. Look at right column, Software Update with have a Red exclamation point if
update needs to occur
2. Update if necessary
5. Steps 1-4 complete, but still not printing
a. Contact Revel Support
b. 415-744-1433
i. Enter 2 then 1
ii. Speak with representative
7.B.1
Packet Pg. 206 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
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OPERATIONS MANUAL
EMPLOYEE SCHEDULING GUIDE PROCESS
Scheduling & REVEL
o Scheduling is completed by Coordinator on Mondays.
o Schedules should be released two weeks in advance.
o Daily, check schedules in Revel for acknowledged schedules.
o Find replacements for rejected schedules and update in Revel.
o Never use texting as a form of communication.
Scheduling
o Determine tournament schedule
▪ If tournament schedule is not yet finalized, find out mock schedule and base
scheduling off of that
o Times needed to schedule:
▪ First Game Start
• Used to determine Gate, Ticket Office, LockerRoom, Custom Threads
Tournament Apparel
▪ Last FIRST Game Start
• Used to determine when Ticket Office can close down
▪ Last Game End
• Used to determine when to close all areas of park
o Seek GM’s approval of times for locations before moving to next steps
o Determine size of tournament
▪ Determines Staffing
• Number of team members to operate amenities
• Number of team members to maintain Custom Threads Tournament Apparel
• Number of shifts for all areas of park
o Fill out template for scheduling
▪ Create time slots in template
▪ Verify team members availability before filling in template
▪ Fill in template
o Enter into Revel
▪ Carefully enter in team member shifts in Revel with their correct location
▪ Send schedules
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Packet Pg. 207 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
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OPERATIONS MANUAL
EMPLOYEE SCHEDULING GUIDE PROCESS CONT’D
Checking Revel
o Daily, check Revel for accepted and rejected schedules
▪ Check the Gmail account for rejected schedules
o Daily, find replacements for rejected schedules
▪ Do not leave rejected schedules on Revel
• Find replacement for the rejected schedule and delete the red, rejected schedule
• *This ensures all coordinators and GM are on the same page and that shifts are
being filled
▪ Do not use texting as a means of communication
o If schedule remains yellow
▪ Call team member and advise them to check their schedule
▪ It is their responsibility to acknowledge their schedules. If they do not check their schedule
and miss their assigned shift, they are subject to disciplinary action, up to and including
termination
EW HIRE PAPERWORK PROCESS
To ensure the timely processing of paperwork to support the payroll process, this policy has been developed to
give guidance for the creation of team member files and how to maintain proper filing pre, during and post-
employment.
Responsibility
General Manager
o Verify all managers and assigned coordinators are aware and trained in the processes
o Inspect files to ensure proper process are being adhered to
o Complete all necessary audits add communicate results
Responsible Coordinator
o Understand the processes and adhere to the time frames
o Inspect files to ensure proper process are being adhered to
o Communicate any concerns to the GM
Sport Force Parks Background Screening Process
When offering any candidate SFPN will conduct background screening based on SFPN company criteria, based
on role within the company organizational chart.
o Candidates over 18 will be required to complete the following: Nationwide Net Plus (National Criminal, Sex
Offender Registry, SSN Trace, Alias Search. 7 year County Criminal Search, MVR (Driving Record) and a
10 Panel Drug Screen.
o Candidates under 18 will be required to conduct a 10 Panel Drug Screen with a parental waiver approving
the screening.
New Hire Paperwork
When offering any candidate, a position with SFP:
o In person or on a call to offer position; discuss job title, SFP team member expectations and pay rate.
o If they accept welcome them to the SFP family, discuss next steps including the receipt of emails and they
have expiration dates.
o They will be required to complete three items as a part of the pre-employment process
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Packet Pg. 208 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
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OPERATIONS MANUAL
o Step 1: Victig Background and Drug Screen
If the candidate is a minor; will need the parental waiver for the background/drug screen
Note: need parent/Guardian name and email (outlined on the New Hire Checklist)
Send Docusign Parental Drug waiver that must be completed by the parent
Once the Parental Waiver is received the Victig link can be sent
If the candidate is not a minor:
o Send Victig Link
o Step 2: Finger printing process-
Fill out the form for finger printing provided by Paradise Coast Sports Complex powered by Sports
Force parks. This provided account information to be billed and information the testing company
will need complete the finger printing process.
Go to website- Drungtestflorida.com (HOME |DTFL may appear on search engines)
Address- 3785 Airport Rd. N Suite B-1 Naples, FL 34105
Office- 239-262- 0233
Office hours- 9am-4pm Monday thru Friday
Make an appointment-
Click on the link at the bottom of the page- Make a Fingerprint or background check appointment. You
do not require a photo with the required process, only the digital scan of your finger prints.
Follow the directions for the FL-Naples Alcohol&Drug Test location
Take to the appointment-
Printout or email verification of appointment
Take your driver’s license or passport for identification
Take the sheet provided by Paradise Coast Sports complex
Note: If a minor will require a parent present at the finger-print location and sign a parental waiver
provided by the finger printing company.
• Step 3: Send New Hire Paperwork Electronic file through Docusign
• General Manager will complete once the new hire has completed their portion of the New Hire Paperwork
Package through Docusign
o Complete the E verify I-9 Process
Completion Steps:
Once the Candidate completes all steps and are OK to hire:
o Complete the New Hire Checklist
o Create employee file and secure in locked drawer, alphabetically
o Contact the new team member and schedule the SFP Orientation
o Discuss how they need to dress based on the orientation and tour and what they should bring with them
If Candidate does NOT complete in time:
o Contact the candidate and inform them that they are no longer being considered for the position
If Candidate completes and we receive a non-hire determination
o Review the SOP Background and Screening Issues
o General Manager will handle the communications to the candidate
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Packet Pg. 209 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
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OPERATIONS MANUAL
NEW HIRE PAPERWORK CHECKLIST CONT’D
Name _________________________________________________
Phone ________________________________________________
Email _________________________________________________
If Minor Parent Email _____________________________________
Date Accepted __________________________________________
Position _______________________________________________
Wage _________________________________________________
If Minor Parent Email sent _________________________________
Victig Sent______________________________________________
Vigtig complete __________________________________________
Finger Printing complete __________________________________
New Hire Paperwork Sent _________________________________
1-9 Complete ____________________________________________
If Minor Work Permit _______________________________________
Employee File Created _____________________________________
Orientation Scheduled ______________________________________
Uniform Info (size) _________________________________________
Training Scheduled ________________________________________
7.B.1
Packet Pg. 210 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
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OPERATIONS MANUAL
NEW HIRE ONBOARDING TESTING INSTRUCTIONS
Paradise Coast Sports Complex
Staff Onboarding Process
Welcome to Paradise Coast Sports Complex powered by Sports Force Parks. As a new team member
there are steps which are a part of the pre-employment process which need to be completed. Please
note: all of these are time sensitive and are to be complete before employment can begin. If you have any
questions, please give us a call.
Welcome to the team!
Employment Background Check and Drug Screen
You will receive an email from Victig. Open the link and complete the steps. Once you complete the
online information you will be sent in another email with a Donor Pass, which you will be required to print
and take to the screening location on the form. You will need a proper ID. Note this test has an expiration
date.
Finger printing process
Fill out the form for finger printing provided by Paradise Coast Sports Complex powered by Sports Force
Parks. This provided account information to be billed and information the testing company will need
complete the finger printing process.
Go to website- Drungtestflorida.com (HOME |DTFL may appear on search engines)
Address- 3785 Airport Rd. N Suite B-1 Naples, FL 34105
Office- 239-262- 0233
Office hours- 9am-4pm Monday thru Friday
Make an appointment-
Click on the link at the bottom of the page- Make a Fingerprint or background check appointment. You do
not require a photo with the required process, only the digital scan of your finger prints.
Follow the directions for the FL-Naples Alcohol&Drug Test location
Take to the appointment-
Printout or email verification of appointment
Take your driver’s license or passport for identification
Take the sheet provided my Paradise Coast Sports complex
If you are concerned about prescriptions needing to be confirmed with the MRO, please have your
information ready and expect a call from the lab within 24 hours of your sample drop off.
New Hire paperwork
Once all of the pre employment screening is complete you will receive an email from us through
Docusign. This is our online new hire paperwork portal. You will need the following in order to complete:
• Bank account information
o Routing and account number
• Supporting Documentation for the required I-9 form
o List is in the new hire paperwork process
o Most common:
§ Passport
§ State Issued ID
§ Social Security Card
You will be required to attach imaged of these to the new hire paperwork. Photos takes with a cell
phone work well.
Your hiring manager: Name:________________________ email: _______________________________
7.B.1
Packet Pg. 211 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
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OPERATIONS MANUAL
FORMS
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Packet Pg. 212 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 155
OPERATIONS MANUAL
SCHEDULE REQUEST FORM
7.B.1
Packet Pg. 213 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 156
OPERATIONS MANUAL
EXPENSE REPORT
To ensure proper reporting, accountability and timely reimbursement for personnel expenses incurred while traveling
Responsibility
General Manager
o Ensure team member understands proper recording and reporting of expenses when traveling
o Accountable to accuracy and proper coding
o Submitted as needed, within 5 days of completion of travel
All forms to be completed in a timely manner
o Access form (excel form) and complete all require fields
o One date per line can use multiple lines for same date
▪ Enter date
▪ Enter amount in proper column
▪ If Misc. expense enter proper Chart of Accounts Code
▪ Print report and sign
▪ Attach required receipts
o Submit to Supervisor
▪ To Direct report supervisor, General Manager, Park Superintendent or above
Retain copy of email
o Keep a copy of form and receipts for your records
7.B.1
Packet Pg. 214 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
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OPERATIONS MANUAL
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Packet Pg. 215 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 158
OPERATIONS MANUAL
Tournament: Date: / / Time
INJURY REPORT FORM
Name: DOB
Sport Involved: Athlete Spectator (circle)
Parent/Guardians Name: Phone Number:
Form Submitted by: Date:
VITALS
BP: HR: Temp
DESCRIPTION OF INCIDENT/INJURY
TREATMENT/MEDICAL CARE PROVIDED:
REFUSAL of CARE: Name (printed)
Injured or Guardian Signature
7.B.1
Packet Pg. 216 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 159
OPERATIONS MANUAL
COIN ORDER FORM
Coin Order Form
Location SFP
Date
Instructions: Use this form for all coin orders. File completed form with daily paperwork.
Bank Size Qty Amount
Open
Open
Open
$100 Bndl
$10/roll
$5/roll
$2/roll
$0.50/roll
Total $
Coin order to be called in no later than Noon the day before to be
delivered by the courier.
Create a separate deposit in the amount of this coin order
Date
Verified By
Delivery Date
Complete when order is received
Date
Name
Total Amount
Confirmation #
Complete when called in:
Pennies
Nickles
Dimes
Quarters
Denomination
Twenties
Ones
Fives
Tens
7.B.1
Packet Pg. 217 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
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OPERATIONS MANUAL
7.B.1
Packet Pg. 218 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 161
OPERATIONS MANUAL
LOST AND FOUND FORM
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Packet Pg. 219 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 162
OPERATIONS MANUAL
MANUAL TILL BALANCE FORM
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Packet Pg. 220 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 163
OPERATIONS MANUAL
7.B.1
Packet Pg. 221 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 164
OPERATIONS MANUAL
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Packet Pg. 222 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 165
OPERATIONS MANUAL
ADDENDUM:
PARADISE COAST
SPORTS COMPLEX
7.B.1
Packet Pg. 223 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 166
OPERATIONS MANUAL
PARENTAL WAIVER
Paradise Coast Sports Complex
Waiver, Release of Liability, Assumption of Risk, and
Indemnification Agreement
Paradise Coast Sports Complex powered by Sports Force Parks | 3868 City Gate Blvd N | Naples, FL 34117
(844)737-2757 | info@sfpnaples.com 1
In consideration for being permitted to participate in events, activities, and programs at Paradise Coast Sports Complex (“Sports
Force Parks Naples LLC”), I, on behalf of myself and my family, personal representatives, estate, successors, assigns, heirs, and
next of kin, hereby enter into this Waiver, Release of Liability, Assumption of Risk, and Indemnification Agreement (the
“Agreement”) and covenant and agree as follows:
1. Acknowledgement, Acceptance, and Assumption of Risk. I acknowledge and understand that sports and other events,
activities, and programs offered, conducted, and sponsored by or at Sports Force Parks involve substantial risks of property
damage and bodily injury, including, but not limited to, death, concussion, serious neck and spinal injuries (which can result in
complete or partial paralysis), brain damage, and injury to bones, joints, muscles, and internal organs. I further acknowledge and
understand that these risks and injuries may result not only from my (or my child’s) own actions, but also from the action, inactions,
or negligence of others, or the condition of the facilities or equipment, and that equipment provided for my (or my child’s) protection
may be inadequate to prevent serious injury. I further acknowledge and understand that my (or my child’s) participation in events,
activities, and programs at Sports Force Parks may involve other activities incidental thereto, including, but not limited to, travel to
and from site, off-site travel to other events, and activities not affiliated with Sports Force Parks. I am voluntarily choosing to
participate in events, activities, and programs at Sports Force Parks of my own free will with full knowledge and appreciation of
the risks and dangers associated with such activities. I hereby knowingly, freely, and expressly assume any and all such risks
and dangers, known and unknown, and accept and assume full responsibility for any injury, loss, or damage arising out of or in
any way related to my participation in any events, activities, or programs at Sports Force Parks (and all activities incidental thereto),
whether caused by the negligence of any of the Released Parties (as defined below) or any other cause.
2. Waiver and Release of Liability. To the fullest extent permitted by law, I, on behalf of myself and my family, personal
representatives, estate, successors, assigns, heirs, and next of kin, hereby unconditionally and irrevocably waive all liability of,
release, acquit, and forever discharge Sports Force Parks Naples, LLC, Sports Fields, Inc., Collier County, FL, and any
affiliated entities, along with their respective owners, officers, directors, agents, employees, sponsors, volunteers, and other
representatives (collectively, the “Released Parties”), from and against any and all present and future claims, demands, actions,
rights, liabilities, damages, and causes of action of any kind, character, nature, or description whatsoever, whether known or
unknown, foreseen or unforeseen, direct or indirect, arising out of or in any way related to my (or my child’s) participation in or
presence at any events, activities, and programs at Sports Force Parks (and all activities incidental thereto), whether caused by
the negligence of any of the Released Parties or any other cause, provided that this section shall not be deemed to release a
Released Party from liability arising from its own willful or intentional misconduct.
3. Indemnification, Hold Harmless, and Covenant Not to Sue. On behalf of myself and my family, personal representatives,
estate, successors, assigns, heirs, and next of kin, I hereby indemnify, hold harmless, and promise not to sue or otherwise bring
a claim against the Released Parties for any loss, liability, expense, or damage arising out of or in any way related to my (or my
child’s) participation in or presence at any events, activities, and programs at Sports Force Parks (and all activities incidental
thereto), whether caused by the negligence of any of the Released Parties or otherwise. I further agree to indemnify the Released
Parties from and against any and all third party claims of any kind arising out of or in any way related to my participation in or
presence at any events, activities, and programs at Sports Force Parks. Should any of the Released Parties be required to incur
attorney’s fees or costs to enforce this Agreement, I agree to indemnify them for and pay for all such fees and costs.
4. No Liability for Actions or Omissions of Hotel Partners. I acknowledge and understand that Sports Force Parks has
partnered with local hotels (the “Hotel Partners”) to assist participants in securing accommodations while participating in and/or
attending activities offered, conducted, or sponsored by or at Sports Force Parks. I acknowledge and agree that I am solely
responsible for adhering to any and all applicable policies of the Hotel Partners, and that the Hotel Partners may refuse or terminate
my accommodations if I violate any hotel policies or for any other reason. I acknowledge and agree that neither Sports Force
Parks nor any of the other Released Parties shall have any liability for any actions or omissions of any of the Hotel Partners, and
I hereby waive and release the Released Parties from any and all liability for such actions or omissions.
5. Medical Treatment and Expenses. I hereby authorize and consent to the rendering of first aid and other medical treatment
which may be deemed necessary in the event of any illness, accident, injury, or medical emergency while I am (or my child is)
participating in or present at any events, activities, or programs at Sports Force Parks. I understand and agree that I will be solely
responsible for all fees, costs, and expenses related to any medical treatment and medical transportation provided to me (or my
child).
7.B.1
Packet Pg. 224 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
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OPERATIONS MANUAL
PARENTAL WAIVER CONT’D
7.B.1
Packet Pg. 225 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 168
OPERATIONS MANUAL
FULL TIME STAFF
YEAR 1
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OPERATIONS MANUAL
FULL TIME STAFF
Requirements
Maintain staff which shall be comprised of:
Year 1 Full Time Staff
General Manger $85,000
Assistant General Manager $65,000
Sports Manager #1 $65,000
Sports Manager #2 $52,000
Events Manager $60,000
Hospitality Manager $65,000
Local Use Coordinator #1 $45,000
Local Use Coordinator #2 $45,000
Park Superintendent $65,000
Maintenance Manager $50,000
Progress and detail of this deliverable will be evidenced by providing the County with a monthly payment
record, including a direct deposit transaction detail report for each employee receiving payment during
the period.
7.B.1
Packet Pg. 227 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
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OPERATIONS MANUAL
PURCHASING POLICIES
7.B.1
Packet Pg. 228 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
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OPERATIONS MANUAL
Best Value Policy
All employees should institute a best value approach to all purchases. “Best value" means the selected
purchase provides the greatest overall benefit in response to the requirement. In short, this approach offers
the latitude to select products and services based on the overall value they provide to the project. Value
should include short term and long-term considerations as well as the time and cost of the procurement
itself.
Purchase Order System
All employees must fill out a purchase order for any purchase made at the park, regardless of size.
Purchase order must be provided to park accounting in advance of purchase. The purchase order system
allows the park to create and execute all orders, from purchase requisition through vendor payment and
reimbursement.
Staff Purchasing Limits & Requirements
Coordinator Purchases
Employees below management level must seek manager approval before making any purchase.
Employees below management level will not have company credit cards, and any purchases made on
personal cards will not be reimbursed without proper manager approval. A purchase order and approval
form signed by manager must be completed with transaction.
Manager Limits
Managers may spend up to $500 on purchases. $500 is total value of purchase value. Purchases over
$500 must be approved by General Manager. Managers must also get General Manager approval on any
purchase that would go beyond their approved budgets. A purchase order and approval form signed by
General Manager must be completed with transaction.
General Manager Limits
General Manager must get corporate approval for any purchase over $2,500. $2,500 is total value of
purchase. Purchases over $2,500 must be approved by corporate offices. A purchase order and approval
form signed by corporate manager must be completed with transaction.
7.B.1
Packet Pg. 229 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
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OPERATIONS MANUAL
Unit Price Purchase Limits
$0 - $500: Staff should use best judgement on purchases by applying the best value approach
and adhering to the staff purchasing limits and requirements above. A purchase order
must be completed for all purchases.
$500 - $2,500: Staff shall acquire a minimum of two bids and then apply the best value approach and
adhering to the staff purchasing limits and requirements above. A purchase order
must be completed for all purchases.
$3,000: Staff shall acquire a minimum of three bids and provide bids along with best value
selection to the County Manager’s office for approval. Purchase may not be made
without written approval from County Manager’s office. A purchase order must be
completed for all purchases.
Long Term Vendor Selection
When selecting a vendor to procure multiple purchases or products, best value policy should be instituted.
A minimum of two vendors should be contacted for such services where multiple products/purchases will
sourced through a single provider for an extended period of time (i.e. food supplier, beverage partner,
sports equipment provider). Best value should take into consideration, but not be limited to the following:
• Short term and long-term cost considerations
• Product quality
• Product variety
• Sponsorship and other revenue sources
7.B.1
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OPERATIONS MANUAL
Format subject to change based of PO Software and system
3868 City Gate Blvd N [100]
Naples FL 34117 DATE February 13, 2020
239-350-5404
info@sfnaples.com
VENDOR SHIP TO [Name]
[Company Name]
[Street Address]
[City, ST ZIP Code]
[Phone]
REQUESTING
PARTY/CONTACT
NAME
BID #DEPARTMENT SHIPPING
METHOD
SHIPPING
TERMS
PAYMENT
TERMS DUE DATE
CHARGE TO GL#ITEM #UNIT PRICE QTY DISCOUNT LINE TOTAL
SUBTOTAL
Note:SHIPPING
Any Purchase Order over $500 must be approved by General Manager SALES TAX
Any Purchase Order over $2,500 must be approved by Corporate manager.TOTAL
Any Purchase Order with unit price over $3,000 must be approved by County Manager's Office.
Manager:Date:
General Manager: Date:
Date:
Corporate Manager:
Date:
County Managers Office
DESCRIPTION
[Company Name]
[Street Address]
[City, ST ZIP Code]
[Phone]
DELIVERY
DATE
PO Number
[Name]
7.B.1
Packet Pg. 231 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 174
OPERATIONS MANUAL
FACILITY HOURS
7.B.1
Packet Pg. 232 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 175
OPERATIONS MANUAL
Sports Complex Business Hours
M – F: 9:00 – 5:00
S & S: Event Based Flex Hours
Sports Complex Hours
Field Rental & Operating Hours
M – F: 8:00 AM – 10:00 PM
Saturday: 8:00 AM – 10:00 PM
Sunday: 8:00 AM – 10:00 PM Sunday: 12:00 AM – 6:00 PM
Local Use Hours
Whenever the park is open for field rentals, the park will be open for local use. The hours posted below
are days in which the park will be open for local use regardless of whether fields are in use or not. Fields
must be rented to participate in organized play. If all fields are rented during operating hours, the
common areas of the facility are still open to local residents. All visitors must sign a waiver to use the
facility.
Open Local Use Hours*
Wednesday: 3:00 – 8:00
Friday: 3:00 – 8:00
During local use hours, the complex and fields will be open for local resident use, if not being used by a
group who has reserved/rented the fields. Fields should not be used after dusk and field lighting will only
be used for groups who have rented fields and paid light fees.
Local Use Calendar
Park will maintain a calendar that is accessible on website to provide field rental hours as well as hours
that the facility will be open/accessible for local use.
Organized Play
Organized play will not be allowed without first renting a field. Organized play is defined as a group of 8
or more people that gather at a planned time to utilize a field without first renting the field. Organized
play identification will be at the discretion of park staff.
Stadium Hours
The stadium will only be open during scheduled events/rentals. No open play or local use will be allowed
in the stadium or on the stadium field.
Great Lawn
The Great Lawn will be open from dusk till dawn, seven days a week. This area is open to the public and
may not necessarily be staffed during all of these hours.
Fitness Area
M – F: 6:00 AM – 8:00 PM
Saturday: 6:00 AM – 8:00 PM
Sunday: 12:00 PM – 8:00 PM
7.B.1
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OPERATIONS MANUAL
Food Truck Pavilion
The food truck pavilion will be open on rotating hours based on events and/or operational success.
Hours will be posted and updated on the food truck pavilions website.
7.B.1
Packet Pg. 234 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
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OPERATIONS MANUAL
FIELD RENTAL RATES
7.B.1
Packet Pg. 235 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 178
OPERATIONS MANUAL
Matching County Inventory rates
The facility field rental rates will match the rental rates of North Collier Regional Park. The current rental
fee schedule:
Hourly Field Rental Rates
For-Profit Rate: $25/Hr.
Non-Profit Rate: $15/Hr.
Lighting: $10/Hr.
Field Set-Up Fee
If renting group requests line painting, temporary fence, or other field set up specifics, a one-time, $50
field set up fee will be incurred. For intricate or intensive set up is required, SFP has the ability to
negotiate additional fees.
Tournament/Camp/Event Rates
Tournament, camp, and event rates will be negotiated on a case by case basis.
Great Lawn Rental
Great Lawn rental rates will be negotiated on a case by case basis.
Stadium & Stadium Field Rental
Stadium and Stadium field rental rates will be negotiated on a case by case basis.
7.B.1
Packet Pg. 236 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
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OPERATIONS MANUAL
Paradise Coast Sports Complex | 3868 City Gate Blvd. N| Naples, FL 34117
info@sfpnaples.com | www.sfpnaples.com
In consideration for being permitted to participate in events, activities, and programs at Paradise Coast
Sports Complex (“PCSC”), I, on behalf of myself and my family, personal representatives, estate,
successors, assigns, heirs, and next of kin, hereby enter into this Waiver, Release of Liability, Assumption
of Risk, and Indemnification Agreement (the “Agreement”) and covenant and agree as follows:
1. Acknowledgement, Acceptance, and Assumption of Risk. I acknowledge and understand that
sports and other events, activities, and programs offered, conducted, and sponsored by or at PCSC
involve substantial risks of property damage and bodily injury, including, but not limited to, death,
concussion, serious neck and spinal injuries (which can result in complete or partial paralysis), brain
damage, and injury to bones, joints, muscles, and internal organs. I further acknowledge and understand
that these risks and injuries may result not only from my (or my child’s) own actions, but also from the
action, inactions, or negligence of others, or the condition of the facilities or equipment, and that
equipment provided for my (or my child’s) protection may be inadequate to prevent serious injury. I further
acknowledge and understand that my (or my child’s) participation in events, activities, and programs at
PCSC may involve other activities incidental thereto, including, but not limited to, travel to and from site,
off-site travel to other events, and activities not affiliated with PCSC. I am voluntarily choosing to
participate in events, activities, and programs at PCSC of my own free will with full knowledge and
appreciation of the risks and dangers associated with such activities. I hereby knowingly, freely, and
expressly assume any and all such risks and dangers, known and unknown, and accept and assume full
responsibility for any injury, loss, or damage arising out of or in any way related to my participation in any
events, activities, or programs at PCSC (and all activities incidental thereto), whether caused by the
negligence of any of the Released Parties (as defined below) or any other cause.
2. Waiver and Release of Liability. To the fullest extent permitted by law, I, on behalf of myself and my
family, personal representatives, estate, successors, assigns, heirs, and next of kin, hereby
unconditionally and irrevocably waive all liability of, release, acquit, and forever discharge Sports Force
Parks, Sports Force Parks Naples, LLC, Collier County (FL), City of Naples (FL)., Sports Fields,
Inc., and any affiliated entities, along with their respective owners, officers, directors, agents, employees,
sponsors, volunteers, and other representatives (collectively, the “Released Parties”), from and against
any and all present and future claims, demands, actions, rights, liabilities, damages, and causes of action
of any kind, character, nature, or description whatsoever, whether known or unknown, foreseen or
unforeseen, direct or indirect, arising out of or in any way related to my (or my child’s) participation in or
presence at any events, activities, and programs at PCSC (and all activities incidental thereto), whether
caused by the negligence of any of the Released Parties or any other cause, provided that this section
shall not be deemed to release a Released Party from liability arising from its own willful or intentional
misconduct.
3. Indemnification, Hold Harmless, and Covenant Not to Sue. On behalf of myself and my family,
personal representatives, estate, successors, assigns, heirs, and next of kin, I hereby indemnify, hold
harmless, and promise not to sue or otherwise bring a claim against the Released Parties for any loss,
liability, expense, or damage arising out of or in any way related to my (or my child’s) participation in or
presence at any events, activities, and programs at PCSC (and all activities incidental thereto), whether
caused by the negligence of any of the Released Parties or otherwise. I further agree to indemnify the
Released Parties from and against any and all third party claims of any kind arising out of or in any way
related to my participation in or presence at any events, activities, and programs at PCSC. Should any of
the Released Parties be required to incur attorney’s fees or costs to enforce this Agreement, I agree to
indemnify them for and pay for all such fees and costs.
7.B.1
Packet Pg. 237 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 180
OPERATIONS MANUAL
Paradise Coast Sports Complex | 3868 City Gate Blvd. N| Naples, FL 34117
info@sfpnaples.com | www.sfpnaples.com
4. Media Release. I hereby authorize and grant permission to Sports Force Parks, Sports Force Parks
Naples, LLC, PCSC, Sports Fields, Inc. and the Released Parties, as well as their agents,
representatives, and others working under their authority, to take and use my (or my child’s)
photographed, video recorded, or live-streamed image, likeness, voice, and name for any and all
purposes, including marketing, commercial, or advertising purposes, and in any and all forms of media,
without further consideration. I understand and agree that I (and my child) have no rights to any benefits
derived from the use of such image, likeness, voice, or name.
5. Choice of Law and Jurisdiction. I agree that this Agreement shall be governed by and interpreted in
accordance with the laws of the State of Florida. I further agree that any action or legal proceeding
against any of the Released Parties relating to this Agreement or any claim arising out of or in any way
related to my participation in or presence at any events, activities, and programs at PCSC (and all
activities incidental thereto) shall be brought exclusively in the state or federal courts in and for the State
of Florida.
6. Interpretation and Severability. I agree and understand that this Agreement and the waivers and
releases contained herein are intended to be as broad and inclusive as permitted by Florida law, and that
this Agreement shall be construed broadly to release and waive all claims to the fullest extent permitted
under Florida law. I agree that if any portion of this Agreement is determined to be invalid, illegal, or
unenforceable, that portion shall be deemed severed from the Agreement, which shall otherwise remain
in full force and effect.
I acknowledge, affirm, and represent that I have carefully read this entire Waiver, Release of
Liability, Assumption of Risk, and Indemnification Agreement, fully understand its contents,
terms, and meaning, and have had an opportunity to have any questions answered to my
satisfaction. I understand that I am giving up substantial legal rights and remedies by signing this
Agreement. I hereby sign this Agreement of my own free will and voluntarily agree to be bound by
its terms for today and all future participation in and attendance at any events, activities, or
programs at PCSC.
Printed Name of Responsible Party: ___________________________________________________
Signature of Responsible Party: ____________________________________ Date: _____________
7.B.1
Packet Pg. 238 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 181
OPERATIONS MANUAL
EVENT PARTNERSHIPS
EVENT PARTNERSHIPS
7.B.1
Packet Pg. 239 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 182
OPERATIONS MANUAL
The park will host a number of events ranging from self-operated events to partners events and facility
rentals. With each event, sports managers will negotiate and structure at minimum to following items with
events/partners:
• Dates & Term of Agreement
• Facility Needs
• Event Description
• Facility Rental Structure (team, player, flat fee, etc.)
• Gate/Parking Fee
• Hotel Booking
• Food & Beverage
• Merchandise
• Vendors
• Sponsors
• Player/Insurance Waivers
EVENT APPROVAL PROCESS
Sports Force Parks will negotiate all details with event/partner. Once agreed upon, the following process
will take place:
1. Partner/Event to sign term sheet
2. SFP to provide term sheet to County Manager’s office
3. County Manager’s office to sign term sheet
4. SFP to sign term sheet and provide to partner
5. SFP to send event/partner contract
6. Partner to sign contract
7. Calendar dates locked in
7.B.1
Packet Pg. 240 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 183
OPERATIONS MANUAL
EVENT TERM SHEET
7.B.1
Packet Pg. 241 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 184
OPERATIONS MANUAL
ENTRANCE FEE
Unless otherwise waived in t his agreement , PCSC institutes a minim um p arking or gate
fee for all events. These fees ensure that the complex is k ep t in p ristine c ond ition
throughout the year for all events. Event s may increase t his fee at their discret ion and
keep addit ional fees. PCSC will p rovide gat e and p arking services.
☐ Parking Fee
SFP Fee: $10/Day or $20/Event
Partner Fee addition: ____________________________
☐ Gate Fee
SFP Under 5: Free
SFP Fee 5+: $7/Day or $10/Event
SFP Senior/Military: $5/Day or $8/Event
Partner Fee Add: ____________________________
HOTELS
All stay-to-play event s must utilize PCSC’s housing agency. Partners will receive per
room stip end id entified b elow and w ill also be ab le to app roach the Paradise Coast
CVB for addit ional benefit s based on hotel capture. The CVB will only rec ognize hot el
rooms b ooked through PCSC’s housing agenc y. If an event uses an outside housing
agency for t heir event wit hout t he approval of PCSC, they w ill be charged a penalty fee
of $10,000 in addition to their facility rent. PCSC holds right t o remove any event
wit hout warning from facilit y for unauthorized housing agency part ic ip at ion.
☐ St ay t o Play Ev ent ☐ Not a St ay t o Play Ev ent
Partner split /room: ____________________/Room
Number of antic ipat ed rooms:
Requested c omp rooms:
Provide explanation for comp rooms:
7.B.1
Packet Pg. 242 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 185
OPERATIONS MANUAL
FOOD & BEVERAGE
PCSC has a number of food and beverage outlets on-sit e, including a large market , t wo
food trucks, m ultip le mobile units and the Great Law n food truc k p avilion.
Outsid e food and b everage is not permit ted in t he park with t he following exc ep tions:
• Water and sport s drinks may be brought in
• Baby formula or food/drink required for medical purposes
• Ic e and c oolers may b e b rought in b ut may only c ontain the items ab ove
MERCHANDISE
PCSC offers a full range of custom merchandise opt ions on site. M erchandise can be
sold out of mult iple locat ions and includes a full assortment of clothing opt ions and
cust omizat ion. If event would like to ut ilize these services, PCSC would need t he event
logo 60 d ays p rior to event. PCSC w ill sp lit merc hand ise p rofit w ith event organizer. If
an event organizer el ect s t o handle merchandise on their own, PCSC w ill ret ai n 10% of
revenues from merc handise as p art o f facility rental.
☐ PCSC Provide Merc handise
PCSC Profit Split : _____________________
Partner Profit Split : _____________________
☐ Partner Sells Merchand ise (10% revenue to be paid with fac ilit y rent al)
VENDORS
All 3rd party vendors must regist er and be approved by PCSC in order to be locat ed on
site. A vendor fee of $250 will be added to the rent al fee for the facility for each vendor.
PCSC will provide power to ident ified vendor areas and provide power to t hese
locations. PCSC w ill c over p ow er and utility c osts to these loc ations.
SPONSORS
If the event has national sp onsors, these sp onsors m ust be approved b y SFP. Loc al
sponsors in the Collier Count y region are vital t o t he success and longevity of the
fac ility. M any local b usinesses have p rovid ed support to the p ark through advertising
part nerships. Because of t his, SFP w ill not allow local sponsors at event s wit hout also
being involved at t he park level.
7.B.1
Packet Pg. 243 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
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OPERATIONS MANUAL
PARTICIPANT WAI VERS
All part icipant s in the event must fill out a PCSC waiver. A waiver link will be provided
to p artner from PCSC.
DEPOSIT & PAYM ENT SCHEDULE
50% deposit w ill be due upon the execut ion of this term sheet . PCSC and Event will
provide sett lem ent sheet s wit hin 5 days of t he close of the event . Settlem ent s are due
wit hin 30 d ays of event .
TERM SHEET AGREEM ENT
________________________________ __________________
PARTNER DATE
________________________________ __________________
SFP/PCSC DATE
________________________________ __________________
COLLIER COUNTY DATE
MANAGERS OFFICE
7.B.1
Packet Pg. 244 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 187
OPERATIONS MANUAL
SPONSORSHIP
7.B.1
Packet Pg. 245 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 188
OPERATIONS MANUAL
FACILITY SPONSORS
Sponsorship is a major revenue source for the sports complex. Sponsorship sales will be led up by park
General Manager. SFP will be responsible for negotiating all details of sponsorship agreements.
CONFLICTS
SFP staff should use best judgement and efforts to avoid:
• Sponsors that create conflict of interests with existing County of SFP relationships
• Sponsors that create potential conflicts with large portions of potential customers (i.e. politics)
• Sponsors that conflict with park and youth sports values (i.e. gun advertising, tobacco, etc.)
• Small level sponsorships that could limit ability to sell larger exclusivity sponsorships
SPONSORSHIP APPROVAL PROCESS
Sports Force Parks will negotiate all details with event/partner. Once agreed upon, the following process
will take place:
1. Sponsor to sign agreement
2. SFP to provide agreement to County Manager’s office
3. County Manager’s office to sign agreement
4. SFP to sign agreement
5. SFP to initiate fulfillment
7.B.1
Packet Pg. 246 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 189
OPERATIONS MANUAL
PARADISE COAST SPORTS COMPLEX
PARTNERSHIP AGREEMENT
THIS PARTNERSHIP AGREEMENT is entered into as August 29th, 2019 between Sports Force
Parks Naples, LLC and _____________________. The partnership terms are detailed below.
Agreement shall become binding once the signature page is signed and dated by Sports Force
Parks – Sandusky, LLC and __________________.
TERM
The term of the agreement shall be 3 years from Effective Date through December 31, 2023
PARTNERSHI P ELEMENTS
• Two (2) outfield banners
• One (1) framed sign on-site
• Access to include promotional item in player bag
Partner will provide…
• Annual partnership payment
• Initial signage production costs
• Fliers/giveaways for player bag distribution
Sports Force Parks will ….
• Delivery of all items contained in this partnership agreement
• Replacement of signage as needed per quality (partner responsible for costs if they
request change in artwork)
Annual Partnership Fee
• Term of agreement is 3 years
• Partner fee of $5,000 per year
Invoice Schedule:
• 1st Invoice will be provided immediately upon execution of this agreement
• 2nd Invoice: January 15th, 2021
• 3rd Invoice: January 15th, 2022
• Payable within 30 days of invoice:
Payment Options:
SFP acc epts the following forms of payment: Cash, Check, or Bank Card. (3.5% bank card fee)
7.B.1
Packet Pg. 247 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 190
OPERATIONS MANUAL
PARADISE COAST SPORTS COMPLEX
SIGNATURE PAGE
PARTNER
________________________________ __________________
Signature Dat e
________________________________ ________________________________
Print Name Tit le
SPORTS FORCE PARKS
________________________________ __________________
Signature Dat e
________________________________ ________________________________
Print Name Tit le
COLLIER COUNTY – COUNTY MANAGER’S OFFICE
________________________________ __________________
Signature Dat e
________________________________ ________________________________
Print Name Tit le
7.B.1
Packet Pg. 248 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
pg. 191
OPERATIONS MANUAL
SPORTS. FAMILY. FUN.
7.B.1
Packet Pg. 249 Attachment: SECOND AMENDMENT TO AGREEMENT 18-7404 sc v6 full tdc (11706 : Sports Complex Operating Contract)
02/24/2020
EXECUTIVE SUMMARY
Recommend approval of Tourist Development Tax funding to support the USGA Women’s
Amateur Four- Ball Championship, April 25-29, 2020 up $20,250 and make a finding that these
expenditures promote tourism.
_____________________________________________________________________________________
OBJECTIVE: Recommend funding support for promoting the United States Golf Association’s
(USGA) Women Amateur Four Ball Championship at Quail Creek Country Club.
CONSIDERATIONS: Collier County has been selected to host this prestigious golf event. This is the
first time that Collier County has hosted a Woman’s Amateur golf event at this level. Successfully hosting
this event may lead to other opportunities with the USGA in the future. Sponsoring thi s event is an
authorized expenditure for Sports Marketing Operating support of events and is subject to Board
approval.
The USGA Women’s Amateur Four-Ball Championship will take place April 25-29, 2020 at Quail
Creek Country Club. This Women’s Amateur event will bring in 130 players and 46 USGA officials. The
championship is expected to produce 1350 room nights with a projected Direct Visitor Spending of
$602,556.
Year Projected 2020
Direct Spending $602,556
TDT Revenue $11,408
Room Nights 1350
Acquisition Cost $15 (for $20,250)
In return for sponsoring the event, the CVB will receive logo placement on all programs and pairings
sheets, sponsorship of the Media Room and Volunteer Area. Total cost of sponsorship for this event is up
to $20,250 based on the projected room nights generated by the event in Collier County. This amount will
be used to partially offset the cost of event operations for the athletes and special guests attending the
opening events at Quail Creek Country Club.
FISCAL IMPACT: Funding of up to $20,250.00 for this event is included in the BCC approved FY 20
Tourism Division budget in Fund 184 for Sports Marketing Event support. This will leave a balance of
$465,135 for the remaining events in FY 20 ($485,385-$20,250).
GROWTH MANAGEMENT IMPACT: There is no impact to the Growth Management Plan from this
action.
LEGAL CONSIDERATION: This item is approved as to form and legality and requires majority vote
for approval. - CMG
RECOMMENDATION: To approve Tourist Development Tax funding to support the USGA Women’s
Amateur Four-Ball Championship, April 25-29, 2020 up to $20,250 and make a finding that these
expenditures promote tourism.
Prepared by: Jack Wert Tourism Director
7.C
Packet Pg. 250
02/24/2020
ATTACHMENT(S)
1. CVB Request Letter for Funding 2020 4 Ball Event (PDF)
7.C
Packet Pg. 251
02/24/2020
COLLIER COUNTY
Collier County Tourist Development Council
Item Number: 7.C
Doc ID: 11673
Item Summary: Recommend approval of Tourist Development Tax funding to support the USGA
Women’s Amateur Four- Ball Championship, April 25-29, 2020 up $20,250 and make a finding that
these expenditures promote tourism.
Meeting Date: 02/24/2020
Prepared by:
Title: Tourist Development Tax Coordinator – Tourism
Name: Kelly Green
02/12/2020 8:14 AM
Submitted by:
Title: Division Director – Tourism
Name: Jack Wert
02/12/2020 8:14 AM
Approved By:
Review:
Tourism Kelly Green Tourism Division Completed 02/12/2020 8:15 AM
Tourism Jack Wert Director Completed 02/12/2020 8:57 AM
Corporate Business Operations Sean Callahan Executive Director Completed 02/14/2020 12:14 PM
County Attorney's Office Colleen Greene Attorney Review Completed 02/14/2020 4:42 PM
Tourist Development Council Jack Wert Meeting Pending 02/24/2020 9:00 AM
7.C
Packet Pg. 252
2020 USGA Women’s Amateur Four-Ball Championship
Organizing Committee
Quail Creek Country Club
February 1, 2020
Mr. Jack Wert
Executive Director
Collier County Tourist Development Council
2660 N. Horseshoe Drive, Suite 105
Naples, Florida 34104
Dear Mr. Wert and Members of the Collier County Tourist Development Council
On behalf of the Committee for the 2020 U.S. Women’s Amateur Four-Ball Championship, I respectfully
ask for your assistance in securing support for this auspicious event. The prestigious Four-Ball
Championship will take place April 22-29th at Quail Creek Country Club. This will be the first ever USGA
Championship to be held in Collier County and only the 20th in the state of Florida dating back 100 years.
The goals of the event are as follows:
• To provide an exceptional experience for the participants and their guests
• Help promote the Naples area as a premier golf destination
We are requesting up to $25,000 from the Naples, Marco Island, Everglades CVB, which will be used to
defray some of our event operating costs such as food and beverage at two high profile events:
• Supporter Reception with Jane Blaylock, Hall of Fame Women’s Golfer
• Sunday-night dinner with players, guests and supporters when the field is cut from 128
to 64 for match play.
In return for support from CVB:
• Recognized as a Platinum Support at all official functions
• Full page ad in Official Program
• Platinum recognition on Supporter Recognition Board
• Logo on daily tee-sheets
• Daily Credentials and parking for all club access
• Invitation to Supporter Reception with Jane Blaylock
• Invitation 8 to Sunday-night dinner
• Invitation to Championship Reception following Championship Ceremony
I want to thank the entire Collier County Tourist Development Council for their support. Without
community support, the 2020 U. S. Women’s Amateur Four-Ball Championship would not be possible.
Sincerely
William W. Flowers
Co-Chairman; 2020 U. S. Women’s Amateur Four-Ball Championship
7.C.1
Packet Pg. 253 Attachment: CVB Request Letter for Funding 2020 4 Ball Event (11673 : Sports Event Funding Request)
02/24/2020
COLLIER COUNTY
Collier County Tourist Development Council
Item Number: 8.A
Item Summary: Sunshine Law for Advisory Boards - Information Only
Meeting Date: 02/24/2020
Prepared by:
Title: Tourist Development Tax Coordinator – Tourism
Name: Kelly Green
02/12/2020 1:33 PM
Submitted by:
Title: Division Director – Tourism
Name: Jack Wert
02/12/2020 1:33 PM
Approved By:
Review:
Tourism Kelly Green Tourism Division Completed 02/12/2020 1:33 PM
Tourism Jack Wert Director Completed 02/12/2020 2:03 PM
Corporate Business Operations Sean Callahan Executive Director Completed 02/14/2020 12:15 PM
County Attorney's Office Colleen Greene Attorney Review Completed 02/14/2020 4:38 PM
Tourist Development Council Jack Wert Meeting Pending 02/24/2020 9:00 AM
8.A
Packet Pg. 254
Collier County
Advisory Boards
in the Sunshine
Office of the County Attorney
Jeffrey A. Klatzkow, County Attorney
8.A.1
Packet Pg. 255 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
Overview of Presentation
•General Discussion of Advisory Boards;
•A Discussion of Florida’s Government in the
Sunshine Law;
•A Discussion of Public Records Law;and
•Ethics Laws,both State and Local
8.A.1
Packet Pg. 256 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
What Is An Advisory Board?
A County advisory board is created by
ordinance, resolution or Florida statutes to
provide advice and recommendations to the
Board of County Commissioners on diverse
matters of public concern.Collier County has
approximately 40 Advisory Boards with over
300 members.
8.A.1
Packet Pg. 257 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
Why Do We Have Advisory Boards?
Citizen participation is vital to a democratic
government.Advisory boards, commissions,
and authorities are an integral part of the
governmental process in Collier County.The
volunteers who participate provide the Board of
County Commissioners with valuable insights
and their service is greatly appreciated.
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Packet Pg. 258 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
What Ordinance Governs
My Advisory Board?
There are two County Ordinances you should be aware
of:
1.The County’s General Advisory Board
Ordinance,Ord.No.01-55,as amended, and
2.The Ordinance or Resolution that created your
Advisory Board.
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Packet Pg. 259 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
Overview of the General Advisory
Board Ordinance
Requirements for board members
Appointment
Loss of Membership
No representation of Collier County
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Packet Pg. 260 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
Requirements for Board Members
All members of County advisory boards must be
permanent residents and electors of Collier County and
should be reputable and active in community service.
The requirement that a board member must be a Collier
County elector may be exempted if the ordinance which
created the board specifies the need for membership
outside Collier County's boundaries.In addition, all
board members should have demonstrated an interest in
the activity or service, which is the purpose of the
board.
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Packet Pg. 261 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
How is a Member Appointed to an Advisory Board?
All Advisory Board members are appointed by the
Board of County Commissioners during a Regular
Public Meeting, and serve at the pleasure of the Board
of County Commissioners.The Commission's primary
consideration in appointing board members is to provide
the Advisory Board with the technical,professional,
financial,business or administrative expertise necessary
to effectively accomplish the Advisory Board's purpose.
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Packet Pg. 262 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
Loss of Membership from an Advisory Board
Among the ways in which your membership from an Advisory Board may
prematurely end include the following:
1.You cease to be a resident of Collier County;
2.You become a candidate for political office unless you are running
unopposed for a non-remunerative elective position or an elective position
receiving nominal remuneration,such as the Mosquito Control District Board
or a fire district board, or you already serve in an elected position and are
seeking re-election;
3.You become a plaintiff in a lawsuit against Collier County;
4.You were absent for more than one-half of the advisory board's meetings in
a given fiscal year;and
5.You are removed by the Board of County Commissioners,with or without
reason.
8.A.1
Packet Pg. 263 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
An Advisory Board Member Does Not
Represent Collier County
A member of an Advisory Board is not a representative
of Collier County.You speak on behalf of yourself,not
on behalf of your advisory board or Collier County.To
that end,you may not print,create,use or distribute any
business or informational card depicting the County
logo or in any way representing you as a representative
of Collier County or as a County board member.
8.A.1
Packet Pg. 264 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
Overview of Your Advisory Board Ordinance
Your Advisory Board Ordinance (or Resolution if this is
an ad hoc committee)will typically define the purpose,
powers and duties of your board;the number of
members on the board;the member’s term of office
(which is typically staggered);what constitutes a
quorum;and the board’s rules of procedure (which
generally default to Robert’s Rules of Procedure).
8.A.1
Packet Pg. 265 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
Florida’s Government in the
Sunshine Law
8.A.1
Packet Pg. 266 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
What is Florida's Government-in-the-
Sunshine Law?
Enacted in 1967
Found in Chapter 286,Florida Statutes
Establishes a basic right of access to most
meetings of boards,commissions and other
governing bodies of state and local governmental
agencies or authorities
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Packet Pg. 267 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
Sunshine Law
The Sunshine Law is “applicable to any gathering,whether
formal or casual,of two or members of the same board or
commission to discuss some matter on which foreseeable action
will be taken by the public board or commission.”
Hough v.Stembridge,278 So.2d 288 (Fla.3d DCA 1973).
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Packet Pg. 268 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
The Three Basic Requirements of the
Sunshine Law,
§286.011, Florida Statutes
Meetings of public boards, commissions or
committees (“boards”) must be open to the public.
Reasonable notice of such meetings must be
given.
Minutes of the meeting must be taken.
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Packet Pg. 269 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
Meetings Must be Open
to the Public
The public must be allowed to attend meetings,and the
location:
Must be accessible
Sufficient size for turnout
Facility cannot discriminate based on age,race,etc.
Public access not unreasonably restricted
Be within Collier County with few exceptions
Effective 10.1.2013 –public shall be given a reasonable
opportunity to be heard on a proposition before a board or
commission.Board may establish policies to maintain orderly
conduct and decorum.May establish time limits.
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Packet Pg. 270 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
Reasonable notice of such meetings
must be given.
The public must be given reasonable and timely
notice so they can decide whether to attend.What
is “reasonable”or “timely”depends on the
circumstance.It does not necessarily require a
newspaper advertisement;contact the County
Attorney’s Office for guidance.
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Packet Pg. 271 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
Minutes of the meeting are required.Written
minutes must be taken and made available promptly.
Sound recordings may also be used,but only in addition to written
minutes.
Minutes may be a brief summary of meeting’s events.
Minutes are public records.
Minutes must record the votes.
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Packet Pg. 272 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
The Sunshine Law applies to all advisory boards
and all of the advisory board’s subcommittees.
The Sunshine Law applies when two or more
members of a board or subcommittee discuss a
matter that may foreseeably come before the board
or subcommittee.
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Packet Pg. 273 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
Subcommittee Issues
A subcommittee is a subordinate
committee chosen from among the members of
a main committee to carry out special
assignments.All members of a subcommittee
must be members of the Advisory Board.All
subcommittees are Sunshine Committees,and
must adhere to all of the requirements of the
Sunshine Law.
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Packet Pg. 274 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
Advisory Board Members
Must strictly adhere to all aspects of the Sunshine
Law.
No pre or post meeting discussions;
No private conversations on the dais;
Avoid texting on the dais;
May not use non-members as liaisons
between board members;
Avoid the appearance of impropriety.
8.A.1
Packet Pg. 275 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
Written Correspondence
A board member may send documents on matters
coming before the board for official action to other
board members,PROVIDED there are no responses
from,or interaction related to documents among,the
board members prior to the public meeting.The written
correspondence becomes a public record.
•Recommend use of staff liaison.
•Two way communication must be done in the Sunshine.
8.A.1
Packet Pg. 276 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
Inspection Trips
Members of an advisory board may conduct inspection trips
(limited basis).
All requirements of the Sunshine Law must be met,as
fact finding exemption does not apply to a board with
“ultimate decision-making authority.”See Finch v.
Seminole County School Board,995 So.2d 1068 (Fla.
5th DCA 2008).
To avoid Sunshine issues,if you wish to conduct an
inspection,do so outside the company of a fellow board
member.
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Packet Pg. 277 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
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Packet Pg. 278 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
FAQs
Are two members of the same Advisory Board or Board of
County Commissioners allowed to attend the same social
event or civic function, like a Chamber of Commerce meeting?
Social events and other community events are of course
permissible. Advisory Board members must be aware not to
discuss any matter that may be discussed at their advisory
board meetings.
Does the Sunshine Law apply to private organizations, such as
homeowners’ associations?
No. The Sunshine Law only applies to local government
boards.
8.A.1
Packet Pg. 279 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
Does the Sunshine Law apply to a meeting between
one County Commissioner and a private citizen?
No, the Sunshine Law only applies to certain
discussions between two members of the same board.
8.A.1
Packet Pg. 280 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
Validity of Action Taken in Violation of The Sunshine
Law/Subsequent Corrective Action
Section 286.011 ,F.S.,provides that no resolution,rule,
regulation or formal action shall be considered binding
except as taken or made at an open meeting.
Recognizing that the Sunshine Law should be construed so
as to frustrate all evasive devices,the courts have held that
action taken in violation of the law is void ab initio (from
the beginning).
Within limitations,some case law exists holding that
Sunshine Law violations can be cured by independent,
final action taken completely in the Sunshine.
8.A.1
Packet Pg. 281 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
What are the Consequences if a Public Board
or Commission Fails to Comply with the
Sunshine Law?
Criminal Penalties:
It is a second degree misdemeanor to knowingly violate the Sunshine
law.
Punishable with a fine of up to $500 and/or up to 60 days imprisonment.
Other Penalties Include:
Removal from position.
Payment of attorney’s fees incurred by the challenging party,as well as
declaratory and injunctive relief.
8.A.1
Packet Pg. 282 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
The Headlines
We Don’t Want!
“Judge Finds Marco Councilor Guilty of Sunshine Law Violation!!” Naples Daily News 2/7/08
“Planning Member’s Lunch Clouds Florida in Sunshine Law” Naples Daily News 2/7/07
Grand Jury OKs City Sunshine Law Investigation 7/12/07
Jacksonville News
“A Times-Union Investigation Finds Evidence of Florida Sunshine Law Violations” Florida Times-Union 6/14/07
8.A.1
Packet Pg. 283 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
PUBLIC RECORDS
Office of the County Attorney
Jeffrey A. Klatzkow, County Attorney
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Packet Pg. 284 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
The Definition of Public Records Open to
Inspection to Any Person is Very Broad.
A public record encompasses all
materials made or received by an
agency in connection with official
business which are used to
perpetuate, communicate or
formalize knowledge, regardless of
whether such materials are in final
form.
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Packet Pg. 285 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
Public Records Law
Public Records include:
All documents,paper,letters,maps,
books,tapes,photographs,films,sound
recordings,data processing software,or
other material,regardless of physical
form or means of transmission made or
received pursuant to law in connection
with transaction of official business by the
agency.(Chapter 119,Florida Statutes)
8.A.1
Packet Pg. 286 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
Public Records Law applies to:
Records developed by the Board,
Board-Appointed Committees,and
employees
All Types of records including written
communications,letters,notes and e-
mails
Numerous exemptions are identified in §119 .07,
Florida Statutes,and other statutes
8.A.1
Packet Pg. 287 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
ADVISORY BOARD GUIDELINES FOR
PUBLIC RECORDS AND EMAILS
While you are serving on an advisory board,correspondence and emails to or
from anyone,on any computer (private or government owned),relating to
County business is a public record.
Public records must be maintained pursuant to State guidelines.You may
save them on the computer,a disk,or as a hard copy.If leaving your position
on an advisory board,please provide a copy of all public records in your
possession to the County Staff Liaison.
One-way communications by email should be directed to the County Staff
Liaison.Pursuant to the Sunshine Law,no two-way communications between
members (except during publicly noticed meetings)is permitted.
If you choose to communicate with members of the public concerning County
business via email,please be aware that your name and email address,as well
as the name and email address of the public person,becomes a public record.
8.A.1
Packet Pg. 288 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
What Public Records are
Exempt From Disclosure?
Common exemptions are:
Records prepared for litigation
proceedings or in anticipation of
legal proceedings
Social Security numbers of
employees and former employees
Sealed bids or proposals
Home addresses of current and
former law enforcement officers
including Code Enforcement Officers
8.A.1
Packet Pg. 289 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
Public Records Requests
Can be made verbally or in writing by any person
The Board,Committee,or Staff:
Has a “reasonable”time to respond
Can charge for the cost of retrieving records if the amount requested is
voluminous
Can charge 15 cents per page
The Public Records Law does not require:
The retention of records (this is covered by the State’s records retention
policy)
The creation of records or the provision of records in the format
requested
An explanation of the records
* Collier County Resolution No. 2007-327
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Packet Pg. 290 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
PENALTIES
A violation of the Public
Records Act carries both civil
and criminal penalties!
8.A.1
Packet Pg. 291 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
FAQs
1.How does someone make a public records
request?
A public records request may be as formal
as a written request or as informal as a
telephone call with everything in between.
2.Is the person making a public records request
required to fill out an application or some
other form?
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Packet Pg. 292 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
No. The important thing is to find out what records are being
asked for, and to get a copy of those records to the requestor
within a reasonable time.
3.Who does this?
If the request is simple and can easily be handled by your
department, such as a copy of a permit that the requestor had
filed, then it should be handled then and there. Any substantial
requests should be forwarded to the Customer Relations
Division. Your supervisor should assist you in this.
8.A.1
Packet Pg. 293 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
Social Media and Florida’s
Sunshine and Public Records Laws
8.A.1
Packet Pg. 294 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
Tools for Social
Networking:
Facebook
Twitter
Instant Messaging
You Tube
Instagram
8.A.1
Packet Pg. 295 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
Social Media
Challenges
Increased risk of running afoul of Florida’s
Government in the Sunshine and Public Records
Laws.
8.A.1
Packet Pg. 296 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
Florida’s Public Records Laws
Broad Definition
Florida Supreme Court (1980)
“All materials made or received by a city in
connection with official business which are
used to perpetuate,communicate or formalize
knowledge.”
8.A.1
Packet Pg. 297 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
Social Media Activity is a
Public Record…
Regardless of the platform,if the
post/tweet/image or other material otherwise
meets the standards for a public record,
•It is a public record,
•It must be retained,and
•It must be producible for inspection or copying
if requested.
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Packet Pg. 298 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
8.A.1
Packet Pg. 299 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
Social Media and Sunshine
Advisory board members must not engage on social
media in an exchange or discussion of any matter that
might foreseeably come before the board for action…
Period.
(To engage in such an exchange is to violate the Sunshine Law.)
The courts frown upon any communication activity
between board members that appears to be an attempt to
evade Sunshine Requirements.
8.A.1
Packet Pg. 300 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
The Comment Trap
Advisory board members must be wary of
commenting on any social media platform about
matters that foreseeably may come before the
board for action.
(The danger arises from the potential for two or more board
members to exchange comments,intentionally or inadvertently.)
8.A.1
Packet Pg. 301 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
FAQs
Should I ever use my personal Social Media for County
Business?
(JAK) Never. There is a reason that the County gives you an
email account. Use your County email, or use the telephone.
And never use your personal computer for County business
unless you have logged onto the County network. The last
thing you want is someone to subpoena your heard drive to
search for public records. Because G-d only knows what’s on
there….
8.A.1
Packet Pg. 302 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
Ethics Laws
Office of the County Attorney
Jeffrey A. Klatzkow, County Attorney
8.A.1
Packet Pg. 303 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
This will not suffice!
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Packet Pg. 304 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
Two Areas of Ethics Laws
State Law:Chapter 112 Code of Ethics for Public
Officers and Employees.Applies to all advisory
board members,elected officials,and County
employees.
The County’s Ethics Ordinance:Ord.No.2003-53,as
amended.Applies to all advisory board members,
elected officials,and County employees.
8.A.1
Packet Pg. 305 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
Unauthorized Gifts and Compensation
Public officers or employees,local government
attorneys,and their spouses and minor children
are prohibited from accepting any compensation,
payment,or thing of value when they know,or
with exercise of reasonable care should know,
that it is given to influence a vote or other
official action.[Sec.112.313(2),(4),Fla.Stat.]
8.A.1
Packet Pg. 306 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
Unauthorized Compensation
Public officers including Advisory Board
members,and their spouses and minor
children are prohibited from accepting any
compensation,payment,or thing of value
when they know,or with the exercise of
reasonable care should know,that it is
given to influence a vote or other official
action.[Sec.112.313(4),Fla.Stat.]
8.A.1
Packet Pg. 307 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
Misuse of Public Position
Public officers and employees,and local
government attorneys are prohibited from
corruptly using or attempting to use their
official positions or the resources thereof to
obtain a special privilege or benefit for
themselves or others.[Sec.112.313(6),Fla.
Stat.]
8.A.1
Packet Pg. 308 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
Disclosure or Use of Certain Information
Public officers and employees and local
government attorneys are prohibited from
disclosing or using information not
available to the public and obtained by
reason of their public position for the
personal benefit of themselves or others.
[Sec.112.313(8),Fla.Stat.]
8.A.1
Packet Pg. 309 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
Prohibited Business Relationships
1. Doing Business With One's Agency
2. Conflicting Employment or Contractual
Relationship
8.A.1
Packet Pg. 310 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
Doing Business With One's Agency
(a)A…public officer acting in an official capacity,is
prohibited from purchasing,renting,or leasing any realty,
goods,or services for his or her agency from a business entity
in which the officer or employee or his or her spouse or child
owns more than a 5%interest.[Sec.112.313(3),Fla.Stat.]
(b)A public officer or employee,acting in a private capacity,
also is prohibited from renting,leasing,or selling any realty,
goods,or services to his or her own agency if the officer or
employee is a state officer or employee,or,if he or she is an
officer or employee of a political subdivision,to that
subdivision or any of its agencies.[Sec.112.313(3),Fla.Stat.]
8.A.1
Packet Pg. 311 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
Conflicting Employment or
Contractual Relationship
(a)A public officer or employee is prohibited from holding
any employment or contract with any business entity or agency
regulated by or doing business with his or her public agency.
[Sec.112.313(7),Fla.Stat.]
(b)A public officer or employee also is prohibited from
holding any employment or having a contractual relationship
which will pose a frequently recurring conflict between the
official's private interests and public duties or which will
impede the full and faithful discharge of the official's public
duties.[Sec.112.313(7),Fla.Stat.]
Can be waived in the case of Advisory Board Members by a
two-thirds vote of the Board of County Commissioners (after
disclosure on Commission Form 4A).
8.A.1
Packet Pg. 312 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
Voting Conflicts of Interest
Requires no County,municipal,or other Local Public
Officer (including members of Board appointed
committees)shall vote in an official capacity upon
any measure which would inure to the special private
gain or loss of themselves,any principal or entity by
whom they are retained,other than an agency as
defined in §112.312(2),Fla.Stat.,or to any relative
or business associate.(Specific exemptions apply.)
8.A.1
Packet Pg. 313 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
Voting Conflicts of Interest
Exemptions may apply:
1.Remote and speculative test “uncertainty at
time of vote.”
2.Size of class test “unique gain or loss.”
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Packet Pg. 314 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
Requires that public officers, including members
of advisory committees:
Must announce the nature of the conflict before the
vote;abstain from voting;and file a memorandum of
voting conflict.
May not participate in the discussion without first
disclosing the nature of their interest in the matter
(either in writing prior to the meeting,or orally as
soon as they become aware that a conflict exists).
May not participate in an attempt to influence the
decision.
8.A.1
Packet Pg. 315 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
Optional Abstention Provision
Section 286.012,Fla.Stat.,provides that an advisory
board member may abstain from voting on a matter
when there is or appears to be a possible conflict of
interest to avoid any perceived bias or prejudice.
The advisory board member is required to file Voting
Conflict Form 8B when citing a potential conflict
under this provision.
8.A.1
Packet Pg. 316 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
Form 1 -Limited Financial Disclosure
Collier County Code Enforcement Board
Collier County Planning Commission
Collier County Water and Wastewater Authority
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Packet Pg. 317 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
Penalties
Violation of Statute
Includes a fine up to $10,000 and
removal from office
8.A.1
Packet Pg. 318 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
Collier County Ethics Ordinance
8.A.1
Packet Pg. 319 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
Collier County has a No Gift Policy
Public officials including Advisory Board
members are prohibited from accepting any gift
or any other thing of monetary value from
anyone that has an interest that may be
substantially affected by the performance or non-
performance of duties of a public official.
Stricter than State Law.
8.A.1
Packet Pg. 320 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
County Ethics Ordinance
Limited Exceptions Apply!
Gifts from relatives.
Unsolicited advertising or promotional materials.
Gifts for participation in a seminar.
Award of nominal commercial value.
Food or beverage offered to all attendees at a
conference or business meeting,up to $4.
When in doubt,please ask!Better yet,just say no or
pay for the food or beverage.
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Packet Pg. 321 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
PENALTIES
for violating County Ethics Ordinance
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Packet Pg. 322 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
FAQs
What are the most common violations of the County
Ethics Ordinance?
Every year we get questions involving Christmas or
holiday gifts. Gifts from the public, or those whom
you do County business with, may not be accepted
and must be returned.
Another common question asked is whether vendors
may provide lunch or other snacks for a working
meeting.
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Packet Pg. 323 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
Under the County Ordinance, vendors may not
provide anything of value to County employees or
Advisory Board members and this would include
lunch or snacks provided at a meeting.
Another question often asked is whether a citizen
may bake a cake or bring a case of water to Advisory
Board members. Pursuant to the County Ordinance,
this is not allowed.
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Packet Pg. 324 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
The County’s Ethics Ordinance is very strict.
If anyone tries to pay for your lunch, in
connection with your County advisory board
service, please say no thank you and pay for
lunch!
With all that said, if you ever have any
questions involving an Ethics issue please call
us. We are not the “Ethics Police.” We are
here to help, and we will keep your question
confidential (remember that emails are public
records).
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Packet Pg. 325 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
If you want, we will gladly give you a written
legal opinion on what you can or cannot do.
We cannot help you after-the-fact; when in
doubt call us.
8.A.1
Packet Pg. 326 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
When in Doubt, Call or Email Us!
OFFICE OF THE COUNTY ATTORNEY
Jeffrey A. Klatzkow, County Attorney
Jeff.Klatzkow@colliercountyfl.gov
Colleen M. Greene, Assistant County Attorney
Colleen.Greene@colliercountyfl.gov
3299 East Tamiami Trail, Suite 800
Naples, FL 34112
Phone: (239) 252-8400
Questions/Concerns Regarding Sunshine Law, Public Records, Ethics and
Ex-Parte Disclosure Matters
8.A.1
Packet Pg. 327 Attachment: 2018 ADVISORY Sunshine Powerpoint Advisory Boards CMG (mod) (11680 :
02/24/2020
COLLIER COUNTY
Collier County Tourist Development Council
Item Number: 10.A
Item Summary: Marketing Partner Reports
Meeting Date: 02/24/2020
Prepared by:
Title: Tourist Development Tax Coordinator – Tourism
Name: Kelly Green
02/17/2020 4:13 PM
Submitted by:
Title: Division Director – Tourism
Name: Jack Wert
02/17/2020 4:13 PM
Approved By:
Review:
Tourism Kelly Green Tourism Division Completed 02/17/2020 4:14 PM
Tourism Jack Wert Director Completed 02/17/2020 4:32 PM
Corporate Business Operations Sean Callahan Executive Director Completed 02/17/2020 8:55 PM
County Attorney's Office Colleen Greene Attorney Review Completed 02/18/2020 3:13 PM
Tourist Development Council Jack Wert Meeting Pending 02/24/2020 9:00 AM
10.A
Packet Pg. 328
Marketing Partner
Reports
February, 2020
10.A.1
Packet Pg. 329 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
RESEARCH REPORT
Klages Research &
Research Data Services, Inc.
10.A.1
Packet Pg. 330 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
Collier County Tourism Research
Presented by:
Research Data Services, Inc.
February 2020
January 2020
Presented to:
The Collier County Tourist
Development Council
10.A.1
Packet Pg. 331 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
02.14.20 4
Economic Indicators
10.A.1
Packet Pg. 332 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
02.14.20 5
Collier Direct Leisure and Hospitality
Employment (Calendar Year)*
Jan.Feb.Mar.Apr.May Jun.Jul.Aug.Sep.Oct.Nov.Dec.
2015 27,700 28,400 28,600 27,900 26,300 24,800 23,800 23,800 24,000 25,600 27,900 28,700
2016 29,000 29,700 29,700 29,000 27,500 25,900 25,000 24,800 24,800 26,300 28,500 29,300
2017 30,300 30,700 31,100 30,400 28,700 27,000 25,800 25,900 23,400 26,700 29,200 30,300
2018 30,700 31,600 31,700 30,500 29,100 27,500 26,600 26,500 26,300 27,500 29,500 30,700
2019 31,800 32,300 31,900 31,400 30,500 27,900 27,300 27,100 27,700 29,400 32,100 32,400
22,000
24,000
26,000
28,000
30,000
32,000
34,000
MonthlyDirect Leisure and Hospitality Employment* SOURCE: Florida Department of Economic Opportunity, Labor Market Information, Current Employment Statistic Program
(CES), Collier County Leisure and Hospitality Sector. (May 2017 through December 2018 employment projections revised as of
March 11, 2019 reporting.)
2015
2016
2017
2018
2019
10.A.1
Packet Pg. 333 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
02.14.20 6
Jan.Feb.Mar.Apr.May Jun.Jul.Aug.Sep.Oct.Nov.Dec.
2015 854,953 906,039 1,181,382 902,669 602,891 481,512 492,114 454,360 404,045 535,921 720,556 835,359
2016 918,929 989,845 1,269,961 900,594 606,833 492,413 484,074 431,729 391,844 550,316 727,634 840,501
2017 892,905 946,079 1,252,124 1,032,783 629,321 528,383 530,428 481,185 327,466 581,317 767,064 873,494
2018 965,981 1,053,817 1,379,728 939,957 668,665 546,159 561,039 501,023 418,256 569,553 810,283 958,717
2019 1,050,093 1,117,409 1,482,239 1,111,558 725,754 586,319 570,977 526,519 460,869 638,922 876,703 1,077,818
300,000
500,000
700,000
900,000
1,100,000
1,300,000
1,500,000
RSW Total Passenger TrafficCY 2015: 8.37 million (+5.0%)
CY 2016: 8.60 million (+2.8%)
CY 2017: 8.84 million (+2.8%)
CY 2018: 9.37 million (+6.0%)
CY 2019: 10.23 million (+9.1%)
Southwest Florida International Airport
(RSW) Passenger Traffic
10.A.1
Packet Pg. 334 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
02.14.20 7
Calendar Year 2019
January –December
Collier Visitor Profile
10.A.1
Packet Pg. 335 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
02.14.20 8
Collier Tourism Metrics
Calendar Year 2019 (January –December)
Number of
Visitors
Room Nights
Economic Impact
•1,928,600
•+5.8%∆
•2,532,900
•+6.4%∆
•$2,314,772,300
•+8.1%∆
10.A.1
Packet Pg. 336 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
02.14.20 9
Collier Comp Set
Occupancy ADR RevPAR
2019 % ∆2019 % ∆2019 % ∆
Naples MSA 64.6%-1.3 $241.99 +3.0 $156.20 +1.7
Naples Upscale 73.5%+2.4 $311.07 +3.4 $228.76 +5.9
Miami-Hialeah 75.9%-0.9 $196.52 -1.2 $149.19 -2.1
Florida Keys 76.6%-0.1 $277.32 +3.9 $212.53 +3.8
Ft. Myers 68.5%-0.6 $157.24 +1.0 $107.75 +0.3
Sarasota-Bradenton 65.4%+0.6 $139.28 -3.5 $91.08 -2.9
Clearwater 73.5%+0.3 $156.30 +3.5 $114.82 +3.8
St. Petersburg 71.9%+4.3 $154.84 +2.6 $111.38 +7.0
Palm Beach County 72.0%-1.1 $185.24 +1.3 $133.36 +0.1
Ft. Lauderdale 76.0%-1.0 $146.83 -1.5 $111.56 -2.5
Florida 72.3%-0.8 $145.21 +1.1 $104.92 +0.3
SOURCE: SMITH TRAVEL RESEARCH, INC.
Calendar Year 2019 (January –December)
10.A.1
Packet Pg. 337 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
02.14.20 10
Collier Comp Set –Occupancy (%)
SOURCE: SMITH TRAVEL RESEARCH, INC.
Calendar Year 2019 (January –December)
Trans % ∆18-19 Grp % ∆18-19 Total
Naples MSA 40.1%-2.9 24.3%+1.3 64.6%
Miami-Hialeah 57.1%-0.7 14.7%-0.8 75.9%
Florida Keys 67.6%+0.4 8.7%-2.3 76.6%
Ft. Myers 52.8%+1.9 13.8%-13.2 68.5%
Sarasota-Bradenton 50.5%+1.4 13.6%-4.0 65.4%
Clearwater 55.4%+0.1 18.0%+0.3 73.5%
St. Petersburg 54.3%+5.4 16.3%+0.9 71.9%
Palm Beach County 51.1%+1.1 19.5%-7.0 72.0%
Ft. Lauderdale 56.1%+0.7 15.7%-4.7 76.0%
10.A.1
Packet Pg. 338 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
02.14.20 11
Collier Comp Set –ADR ($)
Trans % ∆18-19 Grp % ∆18-19 Total
Naples MSA $259.54 +2.3 $213.85 +5.3 $241.99
Miami-Hialeah $200.15 -2.4 $208.91 +2.9 $196.52
Florida Keys $279.29 +3.7 $266.60 +4.6 $277.32
Ft. Myers $165.98 +0.6 $135.00 +2.1 $157.24
Sarasota-Bradenton $144.69 -3.1 $126.51 -4.2 $139.28
Clearwater $162.51 +4.4 $137.36 +0.4 $156.30
St. Petersburg $157.13 +1.7 $150.82 +5.1 $154.84
Palm Beach County $188.05 +0.1 $184.55 +4.2 $185.24
Ft. Lauderdale $145.32 -2.2 $164.01 +0.3 $146.83
SOURCE: SMITH TRAVEL RESEARCH, INC.
Calendar Year 2019 (January –December)
10.A.1
Packet Pg. 339 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
02.14.20 12
Collier Annual Visitation 2000 -2019
1,000,000
1,100,000
1,200,000
1,300,000
1,400,000
1,500,000
1,600,000
1,700,000
1,800,000
1,900,000
2,000,000
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019Estimated Annual Overnight Commercial Lodging Visitation10.A.1
Packet Pg. 340 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
02.14.20 13
January 2020
Collier Visitor Profile
10.A.1
Packet Pg. 341 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
02.14.20 14
Visitation/Economic Impacts of Tourism
Collier January 2020
Visitors
2020
204,000
2019
191,000
Room Nights
2020
261,100
2019
238,000
Economic
Impact
2020
$216,348,900
2019
$193,839,100
%∆
+9.7
January
%∆
+11.6
* According to the Florida Department of Business and Professional
Regulation (DBPR), Collier transient lodging inventory has grown by 659
units (+6.6%) since January of 2019. (2019: 10,007; 2020: 10,666)
%∆
+6.8
10.A.1
Packet Pg. 342 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
02.14.20 15
Occupancy/Room Rates
Collier January 2020
Occupancy 79.4%81.0%+2.0
ADR $259.10 $267.45 +3.2
RevPAR $205.70 $216.63 +5.3
2019 2020*% ∆
* According to the Florida Department of Business and Professional Regulation (DBPR),
Collier transient lodging inventory has grown by 659 units (+6.6%) since January of
2019. (2019: 10,007; 2020: 10,666)
10.A.1
Packet Pg. 343 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
02.14.20 16
Licensed Transient Lodging Units
Licensed Transient Lodging Units 2019 2020 ∆%
Hotel 5,507 6,017 +9.3
Motel 2,019 2,013 -0.3
Apartment/Vacation Rental 2,481 2,636 +6.3
Total Licensed Lodging Units 10,007 10,666 +6.6
Collier January 2020
* Source: Florida Department of Business and Professional Regulation (DBPR)
10.A.1
Packet Pg. 344 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
02.14.20 17
RDS Occupancy/ADR
January 2020
Midweek Weekend
Occupancy 78.0%85.0%
ADR $258.37 $276.51
January 2020
* Please note that 63.2% of properties responding provided usable
midweek/weekend breakout data this month.
10.A.1
Packet Pg. 345 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
02.14.20 18
Visitor Metrics
Collier’s January visitation originates from the
following primary market segments:
Collier January 2020
January Visitation 2020 Visitor #∆%
Florida 63,036 +7.9
Southeast 13,056 +10.3
Northeast 57,324 +8.7
Midwest 33,864 +13.7
Canada 3,264 -22.3
Europe 24,072 -8.7
Other 9,384 +22.8
Total 204,000 +6.8
10.A.1
Packet Pg. 346 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
02.14.20 19
Domestic and International Visitors
Collier January 2020
Number of Visitors 2019 2020 ∆ %
Domestic 158,210 174,033 +10.0
International 32,790 29,967 -8.6
Canada 4,202 3,264 -22.3
Europe 26,358 24,072 -8.7
Latin America 1,321 1,073 -18.8
Other International 909 1,558 +71.4
10.A.1
Packet Pg. 347 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
02.14.20 20
Visitor Metrics
Half of Collier lodging managers surveyed in February
2020 report their three month forward reservations
levels as “up” relative to this time last year.
Collier January 2020
% of Properties
Reporting Reservations 2019 2020
Up 40.3%50.0%
The Same 29.4 35.3
Down 30.3 14.7
10.A.1
Packet Pg. 348 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
02.14.20 21
Collier Comp Set
December 2020
Occupancy ADR RevPAR
2019 % ∆2019 % ∆2019 % ∆
Naples MSA 66.7%+7.3 $269.94 +4.4 $179.99 +12.0
Naples Upscale 75.0%+13.0 $363.06 +3.5 $272.32 +17.0
Miami-Hialeah 78.2%+2.5 $254.45 -0.8 $199.01 +1.7
Florida Keys 72.9%-0.5 $329.45 +5.4 $240.08 +4.8
Ft. Myers 67.7%+1.8 $155.95 +6.3 $105.56 +8.3
Sarasota-Bradenton 67.5%+10.7 $141.94 0.0 $95.82 +10.7
Clearwater 65.6%+4.6 $136.85 +3.2 $89.82 +7.9
St. Petersburg 62.0%+2.9 $141.37 +7.0 $87.69 +10.1
Palm Beach County 76.1%+3.3 $214.15 +2.3 $162.95 +5.6
Ft. Lauderdale 78.3%+2.2 $156.12 +0.8 $122.25 +3.0
Florida 69.3%+1.4 $155.84 +2.3 $107.96 +3.7
SOURCE: SMITH TRAVEL RESEARCH, INC.
10.A.1
Packet Pg. 349 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
02.14.20 22
Collier Comp Set –Occupancy (%)
December 2020
SOURCE: SMITH TRAVEL RESEARCH, INC.
Trans % ∆18-19 Grp % ∆18-19 Total
Naples MSA 45.9%+1.0 20.6%+24.2 66.7%
Miami-Hialeah 63.8%+4.2 10.1%-4.7 78.2%
Florida Keys 66.4%+0.7 6.1%-11.3 72.9%
Ft. Myers 54.8%+3.1 8.6%-28.7 67.7%
Sarasota-Bradenton 46.8%+6.5 19.2%+17.8 67.5%
Clearwater 52.4%+5.1 13.2%+2.0 65.6%
St. Petersburg 49.9%+4.1 10.8%-7.2 62.0%
Palm Beach County 57.1%+4.6 17.6%-3.2 76.1%
Ft. Lauderdale 56.4%-6.2 17.4%+39.8 78.3%
10.A.1
Packet Pg. 350 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
02.14.20 23
Collier Comp Set –ADR ($)
December 2020
Trans % ∆18-19 Grp % ∆18-19 Total
Naples MSA $316.86 +8.1 $167.05 +1.3 $269.94
Miami-Hialeah $269.08 -2.6 $226.56 +8.3 $254.45
Florida Keys $337.97 +4.8 $246.22 +8.0 $329.45
Ft. Myers $168.81 +6.1 $112.70 +11.5 $155.95
Sarasota-Bradenton $156.59 +2.2 $112.50 -2.0 $141.94
Clearwater $142.08 +4.1 $116.35 -0.9 $136.85
St. Petersburg $143.49 +6.2 $134.42 +10.2 $141.37
Palm Beach County $233.35 +0.8 $159.17 +5.9 $214.15
Ft. Lauderdale $159.26 +0.6 $158.84 +2.6 $156.12
SOURCE: SMITH TRAVEL RESEARCH, INC.
10.A.1
Packet Pg. 351 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
02.14.20 24
First Time Visitors (% Yes)
Collier January 2020
5.8 7.8
36.0 32.8
41.8%40.6%
0
15
30
45
2019 2020
%
New Market Share Gain from FL
10.A.1
Packet Pg. 352 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
02.14.20 25
Percent Group Business
Collier January 2020
39.2 41.5
20
25
30
35
40
45
Group
%
2019 2020
10.A.1
Packet Pg. 353 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
02.14.20 26
Visitor Perceptions
Collier January 2020
•94.7%Satisfaction 93.8%
•93.5%Would Recommend 92.6%
•19.1%More Expensive 12.5%
•92.3%Plan to Return 90.9%
2019 2020
10.A.1
Packet Pg. 354 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
02.14.20 27
Average Age/Median Income
Collier January 2020
•52.3
Average Age (years)51.8
•$156,289 Median HH Income $161,224
2019 2020
10.A.1
Packet Pg. 355 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
02.14.20 28
Airports of Deplanement (Top Four)
Collier January 2020
69.1
13.8
8.2 5.0
73.6
10.0 5.3 3.6
0
10
20
30
40
50
60
70
80
RSW Miami Ft. Lauderdale Orlando/Sanford
%
2019 2020
% of Visitors Who Fly
2019 67.1%
2020 69.0%
10.A.1
Packet Pg. 356 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
02.14.20 29
Party Size/LOS
This January, visitor party size averaged 2.5
travelers who stayed for 3.2 nights in the Naples,
Marco Island, Everglades area (January 2019: 2.4
people; 3.0 nights).
Collier January 2020
10.A.1
Packet Pg. 357 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
02.14.20 30
Information
Fully 94.5% consult the web for trip information,
with some 79.2% making bookings for their trip
online.
Collier January 2020
10.A.1
Packet Pg. 358 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
ARRIVALIST DATA
Paradise Advertising &
Marketing, Inc.
10.A.1
Packet Pg. 359 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
MEASURING THE WAY MEDIA MOVES US
Collier County
Analytics and Media Performance, FY2019
10.A.1
Packet Pg. 360 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
10.A.1
Packet Pg. 361 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
10.A.1
Packet Pg. 362 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
18 Florida
clients
including
10.A.1
Packet Pg. 363 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
Panel/GPS methodology
120+ mm monthly active users
Location data from 2,000+
Apps
8 -20+ mm daily active users
Devices chosen for appropriate
location resolution
Marketer panel
Panel of exposed and not
exposed, utilizing dynamic
control group methodology
Panel based on:
•GPS resolution
•Home geographic locations
•Demographics
Arrival Lift TMStay Lift TMNot Exposed to ads Exposed to
ads
10.A.1
Packet Pg. 364 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
Observing Real Trips to Collier County
Arrival zone is defined as Collier County,
Florida
Any arrival reported must satisfy these
criteria:
Device user traveled more than 50 miles from home.
Device user arrives within the arrival zone.
Device user spends at least two hours in Collier
County.
Device user must return home.
Device user must not arrive frequently in destination.
Devices that spend the longest share of their
trip time in Collier County are counted as
Primary Arrivals, the focus of our analysis
today.
Arrivals between 1-14 days are captured in
reports. “Snow birds” with longer lengths of
stay are not.
10.A.1
Packet Pg. 365 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
Arrivalist Also Observes Digital Touchpoints that Culminate in Real Trips…
10.A.1
Packet Pg. 366 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
…to understand the interplay of vendors and campaigns.
10.A.1
Packet Pg. 367 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
Visitation Highlights
Date Range : 10.1.2018 –9.30.2019
10.A.1
Packet Pg. 368 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
Collier County | FY19 Visitation Profile
Day-Trips Avg. Length
of Stay
Overnight
Stays
39.1
%60.9
%
44 Hours
Total Trips
Observed in
Panel
121,900
Peak Dates
(Share of Arrivals)
67.5 % 32.5 %
22 Hours 91 Hours
Visitation by
State
In-State Out-of-
State
45.2 % 54.8 %
Day-Trip Overnight
94.2 % 5.8 %
Day-Trip Overnight
Avg. Length
of Stay
0.0%
0.1%
0.2%
0.3%
0.4%
0.5%
0.6%
0.7%
10/1 11/1 12/1 1/1 2/1 3/1 4/1 5/1 6/1 7/1 8/1 9/1
3 Days, 19 Hours
Memorial
Day
WeekendSpring
Break
Thanksgivin
g
MLK
Weekend
Since 2017, 436,730 real trips measured
10.A.1
Packet Pg. 369 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
March, followed by December, presented the top shares
of
3+ night trips during the fiscal year
39.1
%
18.1
%
12.8
%
30.0
%Date Range : 10.01.2018 –9.30.2019
41.0%36.0%35.2%38.2%38.2%37.4%38.1%42.1%41.1%35.5%41.5%46.5%
18.4%
17.1%18.4%17.9%15.5%14.5%17.3%19.2%19.1%
19.8%
21.2%
21.9%
13.6%
13.9%11.7%12.2%11.8%10.8%12.3%
13.8%13.5%14.1%
14.0%
14.2%
27.0%32.9%34.7%31.7%34.5%37.3%32.3%24.9%26.3%30.6%23.3%17.4%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep
2018 2019
10.A.1
Packet Pg. 370 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
Top Out-of-State Origin Markets | Illinois, Ohio and
Michigan Together Responsible For More Than 1 in 4 Trips
N = 121,900 (all US trips)
N = 40,181 (excluding Florida)Date Range : 10.01.2018 –9.30.2019
Origin State % of OOS Trips Avg. Length of Stay
Illinois 10.2%4 Days
Ohio 9.1%4 Days 3 Hours
New York 7.5%3 Days 19 Hours
Michigan 7.4%4 Days 7 Hours
New Jersey 5.9%3 Days 21 Hours
Pennsylvania 5.3%3 Days 20 Hours
Massachusetts 5.1%4 Days
Georgia 4.4%2 Days 21 Hours
Indiana 4.1%4 Days 7 Hours
Minnesota 3.8%4 Days
10.A.1
Packet Pg. 371 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
Top Out-of-State Origin Markets by DMA | 4 of the Top 10
Markets Average More than 4 Days in Market
Origin DMA Avg. Length of
Stay
New York 3 Days, 19 Hours
Chicago 3 Days, 23 Hours
Boston 3 Days, 23 Hours
Detroit 4 Days, 6 Hours
Philadelphia 3 Days, 17 Hours
Minneapolis/Saint Paul 4 Days, 5 Hours
Atlanta 4 Days
Cleveland 2 Days, 22 Hours
Washington Dc 4 Days, 4 Hours
Indianapolis 3 Days, 15 Hours
Date Range : 10.01.2018 –9.30.2019. Minutes converted to days and hours; not unique day count.
2.4%
2.8%
3.3%
3.5%
3.6%
4.0%
4.8%
5.2%
8.8%
10.6%
Indianapolis
Washington Dc
Cleveland
Atlanta
Minneapolis/Saint Paul
Philadelphia
Detroit
Boston
Chicago
New York
Visit Share
N = 121,900 (all US trips)
N = 40,181 (excluding Florida)
10.A.1
Packet Pg. 372 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
Top In-State Origin Markets
Origin DMA Avg. Length of Stay
Miami/Fort Lauderdale 21 Hours
Tampa/Saint Petersburg 20 Hours
Fort Myers/Naples 9 Hours
West Palm Beach/Fort Pierce 1 Days, 2 Hours
Orlando/Daytona Beach/Melbourne 1 Days, 18 Hours
Jacksonville-Brunswick 2 Days
Gainesville 2 Days, 11 Hours
Tallahassee/Thomasville 2 Days, 16 Hours
Panama City 2 Days, 12 Hours
Mobile/Pensacola/Fort Walton
Beach 2 Days, 9 Hours
N = 121,900 (all US trips)
N = 83,553 (only Florida trips)
0.1%
0.1%
0.4%
0.4%
1.1%
6.3%
11.5%
12.3%
24.1%
43.6%
Mobile/Pensacola/Fort Walton Beach
Panama City
Tallahassee/Thomasville
Gainesville
Jacksonville-Brunswick
Orlando/Daytona Beach/Melbourne
West Palm Beach/Fort Pierce
Fort Myers/Naples
Tampa/Saint Petersburg
Miami/Fort Lauderdale
Visit Share
Date Range : 10.01.2018 –9.30.2019. Minutes converted to days and hours; not unique day count.
10.A.1
Packet Pg. 373 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
Collier County Lift Analysis Results
Date Range : 10.1.2018 –9.30.2019
10.A.1
Packet Pg. 374 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
7,515,543
Panel Exposures
1,407
Attributed Arrivals
Exposed
Group
Unexposed Group
39.7%
1,902,491
Unique Users,
Target Group
1,901,084
Non -Arrivals
7.4
Arrival Rate
p/10,000 UUs
0.0
Panel Exposures
1,007
Control Arrivals
1,902,538
Unique Users,
Control Group
1,901,531
Non -Arrivals
5.3
Arrival Rate
p/10,000 UUs
Paid Media
All Pixeled
Domestic
Based on 7,982,193 total exposures observed.
10.A.1
Packet Pg. 375 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
Arrival Lift ™ | Paid media drove a 52.1% increase in interstate
arrivals to Collier County compared to a similar control group
based on a study analyzing 1,046 panel arrivals.
Control Group
(Unexposed to Pixeled Media)52.1%
Target Group
(Exposed to Pixeled Media)
2.4 unexposed arrivals/
10,000 unique users
3.6 exposed arrivals/
10,000 unique users
Date Range: 10/1/2018 –9/30/2019. Lift calculated out several decimal places. Illustration above is simplified down to one decimal place.
In other words, for every 10 control arrivals, there occurred more than 15 target (exposed arrivals) from the same markets.
10.A.1
Packet Pg. 376 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
Stay Lift ™ |on average, visitors from out of state exposed to
paid digital media in FY19 spent 17 hours longer in Collier
County.
Control Group
+ 17 Hours
Target Group
Avg LOS in County
Avg LOS in County
3 days, 19 hours
4 days, 12 hours
Date Range: 10/1/2018 –9/30/2019
10.A.1
Packet Pg. 377 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
Paradise Digital Advertising Out-Performs Upper Funnel
Publishers and Even Travel Endemic Publishers In Lift
ate: 10.1.2018 –9.30.2019. *Although target arrival volume is significant, control arrivals were high enough that the lift values are not considered statistically significant.
76.5%
61.9%51.5%
32.7%
16.7%15.6%
0.00.10.20.30.40.50.60.70.80.91.0
Efficiency and Lift for Top 6 Vendors by Target Arrival Volume
Target Arrival Rate/1,000 Control Arrival Rate/1,000 Arrival Lift ™
10.A.1
Packet Pg. 378 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
Influencing the Higher-Consideration Overnight
Visitor | Paid Media Exposed Target Group Out-Performs
the Control by Distance Traveled from Panelists’ Home
10.A.1
Packet Pg. 379 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
Influencing Overnights on Off-Peak Days | Paid Media
Exposed Group Out-Performs the Control on Mid-Week, Non-
Peak Arrival Days
10.A.1
Packet Pg. 380 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
Collier County Points-of-Interest Visitation Analysis
Date Range : 10.1.2018 –9.30.2019
10.A.1
Packet Pg. 381 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
32 Points of Interest in Collier County and competitive markets are mapped and tracked across categories, from beaches to shopping areas, and from lodging properties to airports.
In-Market Behavior
10.A.1
Packet Pg. 382 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
Point-of-Interests Visitation 2019 Overview
Primary
Destination
= Collier
County
Avg. Visit
Length POI 64.7
%35.3
%
9.1 Hours
Total Trips
Observed in Panel
138,348
Top Ten POIs (excluding Airports) Visited
(Share of Trips, Primary Overnights in Collier Co
Only)
To Ten POIs | Length of Stay (Hours)
in POI and Collier County (Primary Overnights Only)
Date Range : 10.01.18 –9.30.19
Primary
Destination
= Others
POI Name Trips Share
Marco Island 25.7%
Naples Fifth Avenue South 15.7%
Big Cypress Preserve 11.3%
Vanderbilt Beach 10.1%
JW Marriott 6.7%
3rd Street South 6.0%
Naples Beach 5.4%
Everglades National Park 5.0%
Immokalee 4.8%
Everglades City 3.0%
Non-Airport Trips = 104,263
2 Days, 6 Hours Avg. Visit
Length Collier
Co
Non-Airport Overnight, Primary Trips = 51,505
0 20 40 60 80 100 120
3rd Street South
Naples Beach
Naples Fifth Avenue South
Marco Island
Everglades National Park
Vanderbilt Beach
JW Marriott
Everglades City
Big Cypress Preserve
Immokalee
Avg in POI (Hrs)Avg Remaining Time in Dest (Hrs)
10.A.1
Packet Pg. 383 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
Airport POI Analysis | Primary Overnights to Collier
County
SW Florida
International
Airport
87.8
%
5.3%
Total Airport Trips
Observed in Panel
(see filters above)
20,297
Fort
Lauderdale
Airport
Punta
Gorda
Airport
Miami
Airport
5.7%1.2%
Cross Visit from Airports to other POIs
Origin DMAs % Trip Share
New York 12.1%
Chicago 10.1%
Detroit 6.1%
Boston 6.1%
Minneapolis/
Saint Paul
4.8%
Southwest Florida
International Airport
Origin DMAs % Trip Share
New York 13.6%
Washington Dc 5.1%
Philadelphia 4.4%
Chicago 4.0%
Boston 3.7%
Fort Lauderdale Airport
Origin DMAs % Trip Share
Lexington 5.9%
Cincinnati 5.8%
Louisville 5.6%
Peoria/Bloomingt
on
3.9%
Indianapolis 3.8%
Punta Gorda Airport
Origin DMAs % Trip Share
New York 10.1%
Chicago 9.7%
Tampa/Saint
Petersburg
6.6%
Los Angeles 5.4%
Dallas/Fort
Worth
4.3%
Miami Airport
Date Range : 10.01.2018 –9.30.201910.A.1
Packet Pg. 384 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
Appendix
10.A.1
Packet Pg. 385 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
Objective
Home:
Seattle, WA
Travel:
Naples. FL
To observe a control group that
are not exposed to client’s digital
media and compare the
efficiency of users who are
arriving from the control group to
an exposed user base &
compute the incremental lift in
advertising.
Home:
Seattle, WA
Travel:
Naples, FL
CONFIDENTIAL
10.A.1
Packet Pg. 386 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
Arrivalist has employed All-Touch Attribution for this
Analysis
Home:
Seattle, WA
Travel:
Naples, FL
April 20April 12 April 17April 1
Both Travel Ad 1 and Travel Ad 2
are given the arrival credit since they
were part of a successful media
sequence
Travel Ad 1 Travel Ad 2
CONFIDENTIAL
10.A.1
Packet Pg. 387 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
Arrivalist has employed All-Touch Attribution for this
Analysis
Home:
Seattle, WA
Travel:
Naples, FL
April 20April 12 April 17April 1
Travel Ad 1 Travel Ad 2
Home:
Seattle, WA
Travel:
Naples, FL
April 20April 1
a b c a c
e f g g
CONFIDENTIAL
10.A.1
Packet Pg. 388 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
National Public Relations Update
TDC Meeting
Services conducted from
January 10 –February 7
10.A.1
Packet Pg. 389 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
Media Highlights
LHG PR EFFORTS –January 10 –February 7
Media Impressions: 5,255,285
Media Value: $56,003
10.A.1
Packet Pg. 390 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
63
Parade
January 10, 2020
UMV: 1,005,444
Media Value: $6,703
As a result of: Media Outreach
Media Highlights
10.A.1
Packet Pg. 391 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
64
Ocala.com
January 13, 2020
UMV: 70,290
Media Value: $1,406
As a result of: Media Outreach
Media Highlights
10.A.1
Packet Pg. 392 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
65
Boston Globe
January 19, 2020
UMV: 1,502,258
Media Value: $30,045
As a result of: Media Outreach
Media Highlights
10.A.1
Packet Pg. 393 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
66
The Points Guy
February 5, 2020
UMV: 2,677,293
Media Value: $17,849
As a result of: Media Outreach
Media Highlights
10.A.1
Packet Pg. 394 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
RECAP: GROUP PRESS TRIP, JANUARY 9-12, 2020
•JW Marriott Marco Island Beach Resort was a strong partner;
incorporated many small details that journalists enjoyed.
•Dine-around was delayed at one restaurant –would
recommend fewer restaurants in the future, too many
moving parts.
•Journalists enjoyed Edgewater; learned more about Blue
Zones project.
•Media that attended include:
•Tarra Gaines, PaperCity
•Ray Rogers, Purist
•Annie Tobey, Boomer Magazine
•Erica Bray, Freelance (Orbitz, Travelocity)
•Ashley Biggers, Freelance (AFAR)
Media Visits
10.A.1
Packet Pg. 395 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
CHUBB CLASSIC, ANN LIGUORI –FEB. 11-14
•Takes place The Classics Country Club at Lely Resort,
February 10-16.
•M. Power is in touch with Kevin Diaz; seeking to secure
tickets for A. Liguori.
•A. Liguori’s accommodations are at Staybridge Suites at
Lely Resort –5-minute drive to Lely Resort Golf & Country
Club.
•A. Liguori will be playing golf at Mustang Course at Lely and
the Black Course at Tiburon.
Media Visits (cont.)
10.A.1
Packet Pg. 396 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
Projects
NYC BON APPETIT TEST KITCHEN, FEBRUARY 27, 2020
•Client is partnering with Amelia Island CVB. The cost is
approximately $15,000 for space and majority of food.
•Confirmed Chef from The Founder; interactive station featuring
stone crabs and cocktails with claw garnish.
•Coordinating leave-behind items with Amelia Island team
(include USB drives with press materials).
•LHG purchasing Chef flights and billing back to Paradise team.
•LHG held call with team on 2/6 to discuss logistics.
FEBRUARY NEWSLETTER
•Client forwarded newsletter content to LHG in late January
Agency input all content and distributed the newsletter to all
partners on February 3rd.
10.A.1
Packet Pg. 397 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
Media Outreach -Sampling
PITCH: CONDE NAST TRAVELER/TODAY
•LHG pitched details on Lemon Tree Inn to journalist, Mark Ellwood,
for inclusion on TODAY Show segment featuring “Winter Sun
Getaways.”
PITCH: REAL SIMPLE
•Outlet is working on a story surrounding the “25 Most Relaxing
Places in the U.S.” –LHG submitted details on Paradise Coast.
HARO: MEN’S JOURNAL
•LHG submitted information on Everglades National Park
experiences in response to a lead seeking suggestions on
Valentine’s Day Trips for Adventurous Couples.
10.A.1
Packet Pg. 398 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
PARADISE
PARADISEADV.COM
January 2020 DIGITAL SNAPSHOT
Naples, Marco Island, the Everglades CVB
71
10.A.1
Packet Pg. 399 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
10.A.1
Packet Pg. 400 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
10.A.1
Packet Pg. 401 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
10.A.1
Packet Pg. 402 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
TOURIST TAX COLLECTIONS
Collier County Tax Collector
10.A.1
Packet Pg. 403 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
10.A.1
Packet Pg. 404 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
10.A.1
Packet Pg. 405 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
10.A.1
Packet Pg. 406 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
PARADISECOAST.COM
ANNUAL REPORTING
2019 YEAR IN REVIEW & JANUARY 2020
10.A.1
Packet Pg. 407 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
TOTAL SITE TRAFFIC, PAGEVIEWS & ENGAGEMENT
2019 Performance (YOY)
o Total Visits: 1,266,259 8%
o Total Unique Visitors: 1,037,154
12%
o Total Pageviews: 2,256,375 10%
o Average Time on Site: 1.38 min 4%
o Overall Bounce Rate (BR): 63% 5%
o Homepage Bounce Rate (BR): 60%
14%
10.A.1
Packet Pg. 408 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
SIGNALS OF INTENT TO TRAVEL (SITS)
o Guide Orders: 7,515 13%
o E-Guide Views: 2,633 18%
o E-Newsletter Sign-Up: 2,982 9%
2019 Goal Completions (YOY)
10.A.1
Packet Pg. 409 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
TOTAL SITE TRAFFIC, PAGEVIEWS & ENGAGEMENT
January 2020 Performance (YOY)
o Total Visits: 154,460 2%
o Total Unique Visitors: 132,508
0.4%
o Total Pageviews: 268,498 1%
o Average Time on Site: 1.28 min
1%
o Overall Bounce Rate (BR): 62%
5%
o Homepage Bounce Rate: 57%
2%
10.A.1
Packet Pg. 410 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
ORGANIC TRAFFIC
o Organic was the largest source
of traffic in January, making up
48% of all traffic and driving
74,182 visits
o Compared to 70,052 visits in
January 2019, organic traffic was
up 6% YOY
o The organic bounce rate was
52%, which was the lowest
bounce rate of all four traffic
sources
10.A.1
Packet Pg. 411 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
o Total Impressions:51K
o Total Clicks: 1.8K
o CTR: 3.34%
PERSONALIZED CONTENT
January 2020 Activity
10.A.1
Packet Pg. 412 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
o Local Market (Naples)
o Impressions: 2,493
o CTR: 5.17%
o Drive Market (FL, GA, SC)
o Impressions: 2,753
o CTR: 3.81%
o Drive Market (ATL )
o Impressions:252
o CTR: 2.38%
PERSONALIZED CONTENT
10.A.1
Packet Pg. 413 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
o Fly Market (NE General)
o Impressions: 2,097
o CTR:4.96%
o Fly Market (NYC)
o Impressions: 1,079
o CTR: 4.45%
o Fly Market (MW General)
o Impressions:1,028
o CTR: 5.84%
PERSONALIZED CONTENT
10.A.1
Packet Pg. 414 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
PERSONALIZED CONTENT
o Fly Market (Chicago)
o Impressions:872
o CTR: 4.13%
o US Domestic
o Impressions:3,406
o CTR: 4.67%
10.A.1
Packet Pg. 415 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
o International –Germany
o Impressions: 196
o CTR: 8.16%
o International –Brazil
o Impressions: 53
o CTR: 13.21%
PERSONALIZED CONTENT
o International –UK
o Impressions: 891
o CTR: 1.91%
10.A.1
Packet Pg. 416 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
o Impressions:37,174
o Clicks: 1,176
o CTR: 3.16%
PERSONALIZED CONTENT
Fly In: E-News Promo
10.A.1
Packet Pg. 417 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
PERSONALIZED CONTENT
Pages Per Visit
o Didn’t see PC: 1.2
o Saw PC: 3.1 75%
o Clicked PC: 5.9
240%
PC = Personalized Content
Average Time Spent
o Didn’t see PC: 0:33
o Saw PC: 3:02 137%
o Clicked PC: 6:07 315%
Bounce Rate
o Didn’t see PC: 74%
o Saw PC: 30% 51%
o Clicked PC: N/A
January Engagement
10.A.1
Packet Pg. 418 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
10.A.1
Packet Pg. 419 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
ON LINE HOTEL BOOKING SERVICES
Book Direct-JackRabbit Systems
10.A.1
Packet Pg. 420 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
10.A.1
Packet Pg. 421 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
Collier County Museums
Visitation Reports
10.A.1
Packet Pg. 422 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
VISITATION AND
CUSTOMER SATISFACTION
JANUARY 2020
10.A.1
Packet Pg. 423 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
8,751 TOTAL VISITORS IN JANUARY
January 2019 January 2020
Collier Museum at
Government Center 905 925
Naples Depot Museum 1,579 1,695
Marco Island Historical
Museum 5,249 2,790
Museum Of The Everglades 2,342 1,973
Immokalee Pioneer
Museum at Roberts Ranch 900 1,368
TOTAL 10,975 8,751
10.A.1
Packet Pg. 424 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
VISITOR RESIDENCYWhere are you from?
9%14%
10%
9%
57%
10.A.1
Packet Pg. 425 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
How did you hear about us? (check all that apply)10.A.1
Packet Pg. 426 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
Were you welcomed by a Museum staff member or volunteer?
Describe your overall experience at the Museum today.Based on a 1-5 sliding scale of satisfaction level.
10.A.1
Packet Pg. 427 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
There are five museums in the Collier County Museum system. How likely are you to visit one of our four other museums? Based on 0-10 scale of likelihood of visiting other locations.
10.A.1
Packet Pg. 428 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
How likely are you to recommend this museum to others?Based on Net Promoter Score® of likelihood of recommending specific locationPromoter: 9-10 Passive: 7-8 Detractor: ≤ 6
10.A.1
Packet Pg. 429 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
COLLIERMUSEUMS.COM WEB VISITOR REPORT
New Visitor
Returning
Visitor 13.7%
86.3%
4,680 Total Users in January 20205,685 Total Sessions
In January 2020, CollierMuseums.com had 4,554 NEW site visitors, with722RETURNING site visitors.
4,680
10.A.1
Packet Pg. 430 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
COLLIERMUSEUMS.COM
WEB VISITOR DEMOGRAPHIC REPORT
female
male
Site Demographics -GenderJanuary 20200
50
100
150
200
250
300
350
400
18-24 25-34 35-44 45-54 55-64 65+
Site Demographics -AgeJanuary 2020
40.9%
59.1%
10.A.1
Packet Pg. 431 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
THANK YOU
Questions?
10.A.1
Packet Pg. 432 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
10.A.1
Packet Pg. 433 Attachment: MARKETING PARTNER Activity For Feb TDC (11712 : Marketing Partner
02/24/2020
COLLIER COUNTY
Collier County Tourist Development Council
Item Number: 11.A
Item Summary: Tourism Staff Reports
Meeting Date: 02/24/2020
Prepared by:
Title: Tourist Development Tax Coordinator – Tourism
Name: Kelly Green
02/13/2020 1:51 PM
Submitted by:
Title: Division Director – Tourism
Name: Jack Wert
02/13/2020 1:51 PM
Approved By:
Review:
Tourism Kelly Green Tourism Division Completed 02/13/2020 1:51 PM
Tourism Jack Wert Director Completed 02/13/2020 8:27 PM
Corporate Business Operations Sean Callahan Executive Director Completed 02/14/2020 12:16 PM
County Attorney's Office Colleen Greene Attorney Review Completed 02/14/2020 4:36 PM
Tourist Development Council Jack Wert Meeting Pending 02/24/2020 9:00 AM
11.A
Packet Pg. 434
DIRECTOR ACTIVITIES- Jack Wert- Jan-Feb 2020
PERIOD AT A GLANCE 2020
2019
Number of Advocacy Contacts 8
6
Number of Trade Show/Conferences 1 4
Number of Tourism Industry/Inter Div. 8
8
Number of PR Interviews/Communications 10 10
4
Advocacy
• Collier Chapter - Florida Restaurant & Hotel Association Board Meeting
• Collier County Corporate Business Meeting
• Destinations International Advocacy Committee Meetings
• Everglades City Seafood Festival Opening Ceremonies
• Everglades City Visitor Center Ribbon Cutting
• Small Business Roundtable- Fort Myers with Sen. Rubio staff on crisis management
• Presentation to Marco Island Realtors Association
• Water Quality Town Hall Meeting in BCC Chambers
Trade Shows/Tourism Industry Conferences
• Destinations Showcase and Spirit of Hospitality Awards in Washington DC
Tourism Industry & Intra-Division Meetings
• Arts & Culture Strategic Plan- Planning for February Billing
• Meeting with Arts & Culture Task Force on plan draft
• Joe Veneto Creating Memorable Visitor Experiences workshop & Practice events with 8 partners
• Meetings with Faneuil and with Van Dee on new fulfillment contract terms
• Meetings with Gordon River Greenway task force on branding of the trail and wayfinding signs
• Meetings with Museum staff of Depot Visitor Center progress
• Meetings with AVIAREPS on Brazil promotions
• Meeting with PIO reps for Divisions involved with water quality reporting
Public Relations/Communications
• Planning for NY Media Event in January with Amelia Is and Naples
• Collier New Hire Orientations on Tourism
• Chubb Classic Community recording for Chubb Classic
• Interview with Media Influencer Ann Ligouri on golf in Collier
• Interview with Smithsonian Magazine writer on Paradise Coast Art & Culture
• Media interviews on tourism issues: WINK; NBC-2; ABC-9; Naples News, Bob Harden
Promotional Activities 5
11.A.1
Packet Pg. 435 Attachment: Staff Reports for Feb TDC Meeting (11692 : Tourism Staff Reports)
Promotional Activities/Special Events
• Meetings with promoters of Chubb Classic for next event
• Meetings with Steve Quinn on FBU Top Gun event in 2020
• Meeting with Paddle Florida organizers of new Naples paddling event
• First Tee Welcome Reception to Chubb Classic
• Chubb Classic attendance to greet players, First Tee participants and media influencer
11.A.1
Packet Pg. 436 Attachment: Staff Reports for Feb TDC Meeting (11692 : Tourism Staff Reports)
GROUP MEETING SALES REPORT
Debi DeBenedetto – Group Sales & Marketing Manager
Jan. 9, 2020 – Feb. 10, 2020
2019 2020
Number of Meeting Planner Contacts
98 123 direct contacts
Number of RFP leads sent to hotel partners
65 84 Leads sent
Number of Groups booked
11 13 groups booked
Total Room Nights/Econ. Impact for Period
booked
$3,611,918.75
5404 RN
$3,831,835.17 direct spend
7552 Room nights booked
Number of RFP Enhancement (RFPE)
Requests
2 1 booked and 2 granted
Number of RFPE’s to Contract
4 1
Site Visits & FAM’S
3 2 -one flight and welcome bags,
Sportfishing meet up NBH
Number of Shows Attended One IPEC Attended IPEC Independent Planners
Educational Conference 22 one on one
appts.
Sales Activities this Period
• Assisted team with marketing strategies for Veneto project
• Solicit Deals for website deals pages
• Continue processing all RFPE and upcoming trade show registrations p card payments.
• Show your Badge program solicitation continues, and we have 20 participants so far.
• Wellness – Efforts continue with solicitation of partners and destination to encourage listings and wellness
events and happenings.
• Held a Meeting Jan. 30th with all hotel group sales and DOSM 20 attending and we went over new ad
campaign, new policy regarding back up for RFPE and other sales discussions.
• Created spreadsheets for all hotels doing RFPE so they have a list of dates to flag for RFPE info.
• Attended IPEC conference and had 22 one on one appointments with planners. Largest conference they
have ever had and many new planners to meet & greet. I got one RFP and others to come. Follow up
complete. Trade show report complete.
• Preparation and appointments made to travel to Kissimmee for Connect Financial are complete. Depart
Feb. 19.
11.A.1
Packet Pg. 437 Attachment: Staff Reports for Feb TDC Meeting (11692 : Tourism Staff Reports)
TRAVEL INDUSTRY & LEISURE MARKET SALES REPORT
Claudia Cianfero – Travel Industry Sales Manager
January 11 – February 10, 2020
PERIOD AT A GLANCE
2019 2020
Number of Travel Agent Contacts
42 120
Number of Tour Operator
Contacts
0 34
Number of FAM’s/Site Visits
0 0
Number Trade Shows Attended 2 0
Sales Mission 0 1
EVENTS RECAP:
West Coast of FL Coalition Sales Mission to Spain.
January 11 – 17, 2020
The CVB’s of Tampa, St. Pete/Clearwater, Fort Myers/Sanibel and Naples/Marco Island partnered together to
hit the major markets in Spain to promote awareness to the West Coast of Florida as an alternative to
Miami/Fort Lauderdale and Orlando.
We met with the major airlines and tour operators in Madrid and Palma de Mallorca. We were very well
received and have much interest from our meetings to host FAM’s, do further in country trainings and
marketing campaigns.
We hosted a high-end breakfast at the US Embassy with the travel industry in Madrid. The US Ambassador
attended the event as well as media and travel agents. We each presented our destination and had a question
and answer period following the breakfast. We had the opportunity to meet with people we would have never
been able to reach. We are currently working with a blogger from this breakfast that will come experience the
Tampa-Naples route.
We also hosted a reception with the tour operator Gimatur to which they invited 70 of their top selling travel
agents. Gimatur is originally an Argentinean company that has expanded their business to the Spanish market
and who also have receptive office in Miami.
In Palma we met with World2Meet, OTS Global and Hotelbeds some of the biggest names in Latin American
market.
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Leisure Sales Plan Update
Connect Travel Marketplace Feb 19 – 21 appointments scheduled.
Visit USA Colombia tradeshow and presentations Scheduled for March 1 – 6, 2020. We will be visiting
Barranquilla, Medellin, Pereira, Bucaramanga and Bogota.
New Brazilian Representative, Marcelo Maruoka, Site Visit planned for March 10 – 12, 2020.
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PERIOD AT A GLANCE 2019 2020
Number of Travel Agent
23 25
Number of Leisure Contacts 3013
Number of Wedding Planner
Number of Tour Operator
Number of FAM’s/Site Visits
Number Trade Shows Attended 2 3
Number of RFP’s Received
1
Specialty Markets
Michelle Pirre - Sales Assistant 12/10/2019-1/10/2019
Specialty Markets
January 23-25th, 2020
NY Times Travel Show LGBTQ Pavilion
The CVB with hotel partner JW Marriott Marco Island Beach Resort attended the NY Times Travel Show in the LGBTQ
Pavilion for the first time. The Pavilion received 3013 guests and we were given the list of emails to follow up and ask if
they would like to join our newsletter. Although the pavilion was well attended both the CVB and JW feel that more
action is to be had on the main floor in the Florida row. Domestically speaking in the US, travelers basically know where
they would like to go and book their trips on their own. They are not looking for information on domestic locations in a
specialty pavilion. It is good exposure to be in the LGBTQ pavilion, but we feel the pavilion is better suited for people
seeking international travel, where they don’t know the destination well, and need important information such as safety
precautions etc.
February 5-6th, 2020
Travelalliance Virtual Show - Weddings & Honeymoons
The CVB attended a virtual tradeshow for destination weddings and honeymoons on February 5th and 6th. On the 5th
Michelle Pirre hosted a live webinar for the travel agents, a destination review on why Paradise Coast is a top choice for
Destination Weddings in the USA. This was a very well attended show, and we had lots of question and traffic at our
booth. Yasmith Yidi, the CVB Sales Assistant, assisted Michelle so that we could handle the traffic. Numbers on this event
have not yet been released, but we will include them in March for your review.
February 8th & 9th, 2020
Chicago Travel & Adventure Show
The CVB along with Everglades Area Tours attended the Chicago Travel and Adventure Show. Traffic at this show was heavy, we gave
away 500 visitor guides and 100 LGBTQ guides and much information on the Everglades. We included airboat brochures, manatee
experiences, and the Audubon Corkscrew Swamp Sanctuary brochures. Not much was left over. Florida was the destination with the
most booths at this tradeshow, and it was a large event, speaking with other CVB’s they say this is one of the biggest leisure shows
around. We look forward to attending the Atlanta Travel & Adventure show at the end of the month. Everglades Area Tours will be
speaking at that show on Feb 28th-29th.
Upcoming Events
February 19-21st, 2020 Connect Diversity
February 29 & 30th, 2020 Atlanta Travel & Adventure Show
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January 2019 TDC Monthly Report- December Sports Events & Activities Sports Team - James Hanrahan, Nikki King
*Dimitri Cup Series- Collecting post event data will be reported at a later date.
Development Activities this Period – James Hanrahan
• Attended the Sports Express Tradeshow Captiva Island. Met with 45 tournament/event rights holders
January 6th-10th
• Met with Steve Quinn with Football University(FBU) to discuss needs for the July Top Gun event
• Met with Rob Anderson of Florida Fire to discuss Florida Fire’s 2020 Soccer Tournaments
• Bi-weekly phone call with Sports Force and the County Manager’s Office to discuss the Paradise Coast
Sports Complex
• Weekly CVB-Parks and Recreation Meeting to discuss upcoming events and contracts
• Conference call with Kem Pemberton to discuss partnership opportunities for the Paradise Coast
Sports Complex
• Met with Marissa Baker from Parks and Recreation to discuss baseball/softball events at North Collier
Regional Park
• Met with Paddle Florida to discuss a potential paddleboard/kayak event for 2020 or 2021
• Met with Sandi Felkner from the County Manager’s office to discuss sponsorship opportunities and
data for Paradise Coast Sports Complex
Nike XPO Lacrosse Showcase
Jan 4-5, 2020
Direct Impact $158,802 Economic Impact $222,145 Room Nights 246 TDC Funding Promoter $3,690 TDC Funding P&R OT $1,100 Acquisition Cost $19.47 Total ROI 44% TDT $3,198
Nike XPO Actual vs Projected Impact
Comparison
2019 Projected
2019 Actual 2020 Projected
New Event
2020 Actual
Direct Impact $214,537 $106,782 $214,537 $158,802 Room Nights 400 170 400 246 TDC Funding $6,000 $2,550 $6000 $3690 Acquisition Cost $15 $21.47 $15 $15 TDT $3,750 $2,047 $3,750 $3,198
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• Met with Liz Sanders, President of the Sports Council to discuss upcoming sporting events and the
Paradise Coast Sports Complex
Development Activities this Period – Nikki King
• Attended/worked Dimitri Cup Soccer Showcase at North Collier
• Attended Tourism monthly staff meeting
• Met with Parks and Recreation to discuss the CVB/Parks application
• Weekly meetings with Parks to discuss upcoming events
• Conference call with True Lacrosse to discuss potential lacrosse events for 2020
• Completed al Collier University trainings for Jan
• Attended the CVB/Parks monthly meeting to discuss 2020 events
• Prepared the Executive Summary for Jan
• Processed post event data and estimated total economic impact
• Met with Naples BMX to prepare for April Event
• FBU post event recap
• Conference call with Powerboat Nationals to bring in a new 2020 event
• Attended the XPO Lacrosse at NCRP
• Process post event back up for FBU
• Attended WoodSpring Suites Grand Opening
• Met with ROW Special Events
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PUBLIC RELATIONS & COMMUNICATIONS REPORT
PERIOD AT A
GLANCE
JANUARY 2019
Number of Media
Contacts from CVB PR
January 2019 – 252
January 2018 – 139
JANUARY
Number of
Journalists/Influencers
Hosted
January 2019 – 9
January 2018 – 2
JANUARY
Jeff Lehmann – Weekend Explorer
Rusty Chinnis
Chuck Darrow _ AAA New Jersey
5 Wellness Journalists
• Annie Tobey, Boomer Magazine
• Ashley Biggers, Freelance (Afar, USA Today, Roadtrippers)
• Ray Rogers, Purist
• Tarra Gaines, PaperCity
• Erica Bray, Freelance (Travelocity, Orbitz
Vic Block – Creators Syndicate
News Releases
January 2019 – 2
January 2018 – 6
JANUARY
• Wellness Experience
• The Wall That Heals
•
Publicity Highlights
January 2019
1) As a result of distributing the Everglades Seafood Festival press release
and assisting journalist, Kari Bodnarchuk, with further information,
Naples and Everglades City were featured in an article on The Boston
Globe. The piece is entitled, “From an Everglades Seafood Festival to a
toboggan showdown in Camden,” and highlights several destinations to
visit this winter.
https://www.bostonglobe.com/2020/01/19/lifestyle/an-everglades-seafood-
festival-toboggan-showdown-camden/?event=event12
UMV: 1,502,258
Media Value: $30,045
2) As a result of hosting Holger Jacobs or the German publication FVB
Medien the Marco Island Historical Society and Inn on Fifth were
highlighted in an article titled “Florida for Families”
3) Lynn O'Rourke Hayes' "Family Travel Five" piece discusses some of the
best piers to soak up the sun on your next family vacation. Listed at
number five is Naples Pier in Naples,
Florida.https://www.telegram.com/entertainmentlife/20200126/family-
travel-five-piers-for-fun-and-sun
4) Kari Bodnarchuk put together a collection of destinations for her, "Here, There, and Everywhere," column highlighting winter destinations and events to attend. Included in the article was Everglades City and the Everglades Seafood Festival.
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ACTIVITIES:
CRISIS COMMUNICATIONS
• Daily monitoring of red tide situation, updates to website Beach Conditions page
• Attended EOC Emergency Training (Buzzy & Maria
MEDIA RELATIONS/UPCOMING MEDIA VISITS:
• Plan Brazilian FAM
• Plan Bon Appetit event
• Work with The Founders to get chef for Bob Appetit event
• Work with numerous journalists and PR for photo and information requests
• Finalize 2020 Visitor Guide editing
NEWS MONITORING:
• Daily monitoring of Cision publicity results, make needed additions, deletions
• Manually track key CVB, tourism publicity, add to spreadsheet
• Manually track press trip publicity, add to spreadsheet
• Manually track destination publicity, add to spreadsheet
• Share news clips with partners featured
MARKETING/ADVERTISING-RELATED PROJECTS
• Approve Consumer e-news
• Daily ongoing work to activate Visitor Guide product in data engine, add current description, for all
known visitor guide listings – and add new listings - that are not digitally activated – for improved
guide production
• Add Valentine’s Day deals to website
PARTNERS, COMMUNITY, INDUSTRY ORGANIZATIONS
• Wrote PR and Social Media sections of partner newsletter and created distribution list.
INDUSTRY CONFERENCES, PROFESSIONAL DEVELOPMENT
• Complete staff training
STAFF, AGENCY, COUNTY MEETINGS
• Social media/website weekly team meetings
• Bi-monthly PR agency conference calls; emails and calls daily as needed
• Monthly website analytics meeting
• Monthly staff meeting
https://www.bostonglobe.com/2020/01/19/lifestyle/an-everglades-
seafood-festival-toboggan-showdown-camden/
5) Travel Awaits published 9 Reasons to visit Marco Island. IT covers Marco
Island's beautiful beaches, water sports and outdoor adventures. 9 Reasons to Visit Marco Island, Florida
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WEBSITE EDITORIAL (Maria):
• Updates for Influencer and media webforms
• Weekly updates to Weather Outlook section of ParadiseCoast.com Beach Conditions page
• Updates to listings - descriptions, categories, or photos
• Add new listings and events deals
SOCIAL MEDIA
• Daily social media content creation, posting, interaction with followers (Buzzy)
• Daily update to Beach Conditions page photo gallery via CrowdRIff (Buzzy)
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JANUARY 2020 DIGITAL & SOCIAL MEDIA REPORT
JANUARY 2020
PERIOD AT A GLANCE
2020
2019
Twitter Accounts (3)
Twitter Tweets & DMs Sent: 107
Engagements: 857
Link Clicks: 102
Followers Gained: 47
Impressions: 68,234
Twitter Tweets & DMs Sent: 144
Engagements: 1,312
Link Clicks: 109
Followers Gained: 79
Impressions: 72,687
Facebook Accounts (3)
Facebook Posts Sent: 76
Engagements: 109,271
Link Clicks: 57,537
New Fans: 902
Impressions: 2,823,202
Facebook Posts Sent: 61
Engagements: 47,681
Link Clicks: 27,228
New Fans: 257
Impressions: 2,224,122
Instagram Accounts (2)
Instagram Media Sent: 39
Engagements: 1,720
Followers Gained: 268
Instagram Impressions: 541,298
Instagram Media Sent: 10
Engagements: 248
Followers Gained: 293
Instagram Impressions: 483,733
NOTABLE TASKS
• Ongoing Google DMO Project
• Update Paradise Coast Sports & Events Complex Webpage
• Build Qualtrics surveys
• Update and create various partner website listings
• Completion of CVENT meetings micro website
• Complete Internal Controls Request
• Paradise Coast Experiences Project
• Participate in CrowdRIff publishing beta test
• Promote Be-Well Paradise annual event
• Update Mercato website article
• Upload videos to YouTube channel
• Update website “welcome emails”
• Construct FBU social media report
• Bon Appetit + Paradise Coast Project
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MONTH/YEAR: JANUARY 2020 PREPARED BY: UK & IRELAND OFFICE
HIGHLIGHT OF THE MONTH:
Visit USA – Meet the Media- 13 January - London
Rachel Santa Cruz, PR Account Executive and Oonagh McCullagh-
Boyle, Director UK & Ireland attended the Visit the USA Meet the
Media event. The team networked with the media and trade members
of the industry, including:
• Culture Trip – Gemma Knight
• Freelance – Xenia Taliotis
• Reach plc – Nigel Thompson, Marjorie Yue
• Rough Guides – Aimee White, Annie Warren, Siobhan
Warwicker
• Selling Travel – Steve Hartridge
• The Sun – Jon Huckleberry, Lisa Minot
• TTG – Abra Dunsby-Sircana
Over 100 travel trade and media professionals attended the event and
a very successful event.
Pictured above: Rachel Santa Cruz with journalist Xenia Taliotis
MARKET UPDATE:
UK & Ireland Market Overview
The start of a new decade means a new future for the UK and, after nearly four years since voting,
the country left the European Union on January 31st with an agreed formula, which has provided
much needed certainty for our economic outlook.
Unfortunately, 2020 has so far been dominated by two global news stories in the form of the
coronavirus and bushfires. The World Health Organisation has declared the coronavirus outbreak an
international public health emergency and has already led to BA, Virgin, Lufthansa Group and Qantas
suspending flights from the UK to China, with anecdotal changes to travel plans to Asia by consumers.
This is a fast-moving virus, and will no doubt have a far-reaching impact on travel through the world
over the coming months.
January has also seen the devastating effect of climate change in Australia with 100,000 square
kilometres of bushfires (over half the size of England), focusing the whole world on how real the
warming of our planet has become. Tourism Australia has since announced a £40 million aid package.
At Davos, climate activist Greta Thunberg addressed business leaders on the lack of action that has
been taken despite evidence of a looming climate catastrophe.
In the media, The Guardian announced it will no longer accept advertising from fossil fuel extracting
companies. They are the first major global news organisation to institute this outright ban and
acknowledged that “some readers would like us to turn down advertising for any product with a
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significant carbon footprint, such as cars or holidays”, but explained that this isn't financially
sustainable while the media industry’s business model remained in crisis.
In trade news, Hays Travel, the organisation who took over all Thomas Cook stores, started a
recruitment drive for over 700 apprentices and Glasgow-based travel company, Barrhead Travel,
announced its expansion into Yorkshire. The agency will add up to 100 new stores across England to
its retail portfolio this year.
MARKETING/SALES/PROJECTS & ACTIVITIES:
Florida Huddle
Update CVB on various staff chance with various tour operators including BA Holidays & Virgin
Holidays
Various follow up discussions and planning activity for remainder of the year.
Secret Escapes – Wellness promotion – in 2020 – date TBC
This is still a very interesting opportunity – where Paradise Coast would be the only destination
featured. Ongoing follow up – requested a proposal from Secret Escapes. While this would be the first
time to run such a large national promotion the results on PR and exposure should provide excellent
ROI. Discussions to determine if this is a possibility for Florida’s Paradise Coast as it is expected at
high investment.
Virgin Holidays
Attended & hosted meeting with Emma Hooke, destination manager regarding staff changes and
moving forward. Destination staff teams restructure and further updates to follow.
UPCOMING EVENTS 2020
DATE SPECIAL EVENT LOCATION
February/ March Proposals for upcoming promotions & activity UK & Ireland
8 February Telegraph promotion UK & Ireland
12 March BA Training Day Newcastle
21 May US Airtours / Travelplanners training day Essex
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Attended film awards with travel industry – networking event
Scott Dunn
Discussions regarding possible future opportunities
Book-a-Bed:
Following up with co-op proposal for activity to generate increased room nights into Paradise Coast.
This leading B2B operator also selling in the UK are currently work with all the receptive companies
and have access to full bed inventory within the destination.
The Telegraph – Florida’s Paradise Coast advertorial within the Visit Florida feature due
February 2020.
After negotiating between the advertising team and the destination, The Daily Telegraph’s wider Visit
Florida advertorial feature was published 08 February 2020. The print circulation for the Daily
Telegraph is 359,110 with an online circulation of 20,020,000. The online feature is yet to be
published. OMMAC secured a targeted UK tour operator to meet the Telegraph demographic – ‘North
America Travel Service’ they will act as our Call-to-Action tour operator and will provide special offers
for the Telegraph readers. Ongoing follow up to ensure the destination is positioned correctly –
proofing the document over six times as early drafts were incorrect. Working closely with CVB &
Paradise Advertising.
US Airtours / Travelplanners
Ongoing discussion on upcoming activity – major focus on incentives to generate additional room
night bookings. Extra activity provided as part of our negotiations.
Below: travelplanners offer with Travezoo – 31 January 2020
IAGTO – (International Association of Tour Operators) NAC (North America Convention)
Discussed with CVB regarding NAC attendance – decided not to attend this year as so close to IPW
and will continue with membership and working with IAGTO within membership capacity
Golf Reisen-weltweit – forwarded to German office:
Forwarded opportunity from German golf tour operator regarding ‘Perfect Round ties up with
Mercedes Benz’ for famous Golf Trophy Perfect Round, Germanys leading Golf Tour Operator tied up
with Mercedes Benz to organize six golf tournaments in Germany.
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IF ONLY
Assisted If Only luxury tour operator with contact details for Naples Grande Resort & informed
accordingly.
Local Lotto prize winner – with Travelplanners and Inn on Fifth:
Working with the prize winner to ensure Travelplanners are able to book the trip and with Inn on Fifth
regarding availability. Estimated travel date is October 2020. Additional PR & Social exposure will be
gained.
Website Enquiries:
OMMAC worked with our UK storage company BH&P to ensure that guides and maps were distributed
to all UK and Ireland addresses following receipt of requests from the Paradise Coast website. New
literature has been ordered recently via CVB and successfully delivered.
Literature Stock
Forwarded bulk literature request via CVB to be delivered to UK mailing house for ongoing distribution
of CVB literature.
PUBLIC RELATIONS – Planning updates
The UK and Ireland office is taking a proactive approach to media and will begin pitching individual
press trip opportunities with wide-reaching UK publications. The UK office will present opportunities to
Florida’s Paradise Coast Tourism Bureau for consideration.
Following an internal meeting in the UK team, we’d like to propose a possible luxury group press trip
in October 2020. This would showcase the destination to AB travellers, and we’d look to partner with
a luxury tour operator to financially assist.
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PUBLIC RELATIONS – Press Trip Updates
Publication/ Circulation Activation/
Date of
travel
Angle/ Theme Industry
partners
Status update/
publish date
Florida Friday,
Travelmole,
Distributed to: 1,500,000
Submitted
content for
monthly
newsletter
Supplied content
for the theme
‘Florida in the
Fall‘.
Everglades
National
Park
Ongoing
TBC if included,
coverage
Sarah Forrest
Freelance journalist who
blogs for Golf Guru Group –
will also be pitching to other
golf publications including
The Golf Business
May – June
2020 – Date
TBC
(Golf Guru
pageviews:
19,000)
Consumer
Opportunity
To raise the
profile of golf in
Naples in the UK
Visit
Florida –
others -
TBC
Ongoing
Visit Florida has
agreed to support
Sarah and is
currently working on
confirming dates in
May/June 2020.
OMMAC will update
accordingly.
PUBLIC RELATIONS – November 2019 Coverage
DATE PUBLICATION HEADLINE
KEY
MESSAGES JOURNALIST CIRCULATION VALUE
10.01.20
Love the
Mountains
Fourteen beautiful spas around the US,
Japan and The Islands of Tahiti
Naples
Grande Beach
Resort
Debbie
Killinger 140,000 $248
TOTAL 140,000 $248
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PUBLIC RELATIONS – Coverage Highlights
SOCIAL MEDIA ACTIVITIES
Activity Status/Result
We continue to keep a presence on
@ParadiseCoastUK. This month we have
looked to inform potential travelers of
upcoming events and use inspirational quotes
and images to encourage them to travel.
@ParadiseCoastUK continues to grow
followers and get support through retweets
and likes.
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MONTHLY SALES & MARKETING ACTIVITIES
JANUARY 2020
EUROPEAN SALES & MARKETING
prepared by on 4 February 2020
SUMMARY OF ACHIEVEMENTS
TOUR OPERATOR ACCOUNTS
Germany
o Enjoy America, Katharina Stehning
NAP Marketing
We have finalized our campaign with Enjoy America in January. The campaign included an ad (Insider Tip)
in their very high-quality USA brochure, where we could secure a much bigger ad as initially thought free
of cost. As well as a Facebook week on their fan page with 4,800 followers. Please find screenshots
attached.
o FTI Touristik GmbH, Julia Augustin, Key Account Manager Touristic Partnership Marketing
NAP Marketing
We have secured to be featured in the post Visit Florida roadshow FTI B2B Long Distance Newsletter,
which will be send out in March 2020. The newsletter has a circulation of 300 VIP travel agents in Germany
and 160 VIP travel agents in Switzerland. On top of that there will be an integration with teaser and landing
pages for each roadshow participant. This is no cost for the CVB and has a value of 5,000 EUR.
o Flamingo Company Fernreisen GmbH, www.usareisen.de, Doreen Sell, Marketing Director
NAP Marketing
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Our joint marketing campaign with Flamingo Company Fernreisen (usa-reisen.de) has started off with the
release of our south west Florida landing page:
https://www.usareisen.de/newsletter/2020/20200113_newsletter_126.html
As well as sales newsletter sent to 60.000 addresses on January 24th, 2020 directing to our the landing
pages: https://www.usareisen.de/newsletter/2020/20200113_newsletter_126.html
Another newsletter and dedicated Facebook posts will be released in February.
o DERTOUR GmbH & Co. KG, Product North America, Katja Wagner, Product Manager & Team Leader
Hotels USA
NAP Marketing
We have attended the annual Marketing Kick-Off event at DER Touristik Frankfurt. With the USA product
managers and the marketing teams.
The TO has made some changes internally in 2019 and some of the changes also included the product
teams, which are now minimalized to 14 in total. A lot of tasks have been centralized e.g. a brochure
content team has been created.
In 2019 they have also created a brochure portal for B2B and B2C usage with live availabilities, but no
booking possibility. The reason for this is that they minimalized the hotel portfolio shown in the brochure
and only want to inspire and tease the clients with the brochure.
They are now also connected with bed banks and also continue to work with their USA DMC NWT. The
biggest project in 2020 is the tool "Tourplanner" which helps the agents to create round trips in various
destinations, including the USA. With this tool they aim to concentrate on their core business which is
round trips.
Concerning marketing, they have developed 2 teams. One responsible for the B2B and B2C marketing on
and offline campaigns and the other for educational events (Campus tool) such as roadshows, live events
in the destinations.
They have communicated that they now create campaign plans for the whole year, where partners can
buy in. They also will work more with their big data for the campaigns to get the target the right audience.
In terms of online marketing, they have 10 million unique visitors per month on the website and 127 0000
newsletter addresses and all together 187 000 social media followers. The online campaigns vary from on-
site promos to newsletter marketing to social media campaigns. On top of that they presented the "new
possibility" of Micro Sites and Influencer campaigns starting at 10 000 €.
On the educational tool "Campus" they have added the new tool Podcasts, which they will work on in 2020
and dates for roadshows as well as live events in the destination.
Campus Live will be held in Orlando in December 2020 with pre-FAM tours planned. Approx. 90-100 agents
are planned to attend. We have scheduled a call with Katja, to discuss participation possibilities during the
pre-FAM tours and workshops in December.
Switzerland
o Knecht Reisen AG, Michael Bötschi, Product Manager North America
NAP Marketing
As part of our current campaign our for our golf dedicated newsletter were released on January 31st, 2020.
1 B2C newsletter article sent to 10.000 Swiss golf contacts and 1 B2B newsletter article send to 1.500 travel
agencies. Please find screenshot attached.
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Netherlands
o Tenzing Travel, New Dutch Travel Company B.V., Melanie Modder, Manager Production North America
NAP Marketing
The second part of our Tenzing Travel campaign was released in January. Two Facebook posts were posted
January 7th and 24th, 2020 as well as our e-learning with the Tenzing Travel Miles Loyalty program has
started January 13th, 2020. The e-learning was announced with a Tenzing Travel Miles newsletter and our
second B2B newsletter was send on the 24th January to 90.000 addresses. Please find screenshots
attached.
We have attended the Trade Day of the Vakantiebeurs and held meetings with the following TOs:
o Riksja Travel, Evelyn Groenenberg, Product Manager USA
NAP Marketing
We have held a meeting with the USA PM of Riksja Travel. The booking situation for the USA looks
promising. The Naples product module in their round-trip tool, which has been online for a year now, is
working very well and they are satisfied with the results.
o Tenzing Travel, New Dutch Travel Company B.V., Melanie Modder, Manager Production North America
NAP Marketing
We have held a meeting with Melanie the PM of Tenzing Travel during Vakantiebeurs 2020. The bookings
for the USA are up and so are the Florida bookings for 2020 although they have made a change to their
brochures and cut out the separate Florida brochure completely, all Florida info is now in the USA brochure
NAP is still featured. They are also planning to keep this brochure for two years instead of the one year,
which they previously have.
o FOX Vakanties, Joey van der Ven, Product Manager
NAP Marketing
We have held a meeting with Joey during this year’s Vakantiebeurs in Utrecht.
His feedback on the booking situation were rather positive, he reported that the bookings for the USA
2020 go down compared to 2019 were the numbers were already pretty flat. Compared to the whole USA
their Florida business is pretty small with 100 passengers, USA in general 2500-3000 passengers. Florida is
not an easy state for them, they are still searching for the perfect approach.
o De Jong Intra Vakanties, Wilfried Verkaik, Senior Product Manager Long Haul
NAP Marketing
We have held a meeting with Wilfried from DeJong Travel during Vakantiebeurs 2020.
He reported that the USA had a good 2019 and bookings slowed down in 2020. But for Florida bookings
picked up in 2019. Florida is challenging state for them, but now as TUI Fly will stop flying to MIA after May
20, they are aiming to get some of that business as they cannot hold up with the inexpensive offers TUI
sells at the moment to get the planes full. He is awaiting marketing info’s from the marketing team and
will let us know accordingly. We discussed the possibility of a service center training and this would be
best around September/ October this year.
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TRAVEL AGENTS
o Reisebüro Urlaubsparadies, Jana Schulz, Travel Agent
NAP Special Request
We have supported the travel agency Reisebüro Urlaubsparadise with the NAP VG, Maps, Insider Tips
after personal request.
EVENTS
o TUI Austria DM Training
Date & Place 09.01.2020 Vienna, Austria
Nr of attendees 15
Profile of event To kick-off the year, we secured a DM dedicated TUI/Airtours training in the first
business week of 2020 to train local TUI/Airtours staff on our products, as well as
gave a demonstration on the advantages of how DiaMonde can assist their teams in
closing a reservation or finalize a booking.
Profile of
attendees
15 team members of the TUI Austria HQ registered for the training which was a good
turnout for their office. It was a great mix of reservations, sales business support and
marketing staff members, even including the local CEE team, who wanted to join the
training.
General feedback The attendees were very interested in our stories. Specifically, they highlighted the
way of we presented our quite substantial portfolio to them in order to not too
overload with information and to keep it relevant but interesting at the same time.
Cost We secured this opportunity on a complimentary basis for NAP.
o Reisemesse Stiefvater
Date & Place 12.01.2020 Rheinfelden
Nr of attendees 2.600
Profile of event Stiefvater has bought this new TA on the border to Switzerland - in order to relaunch
the TA and raise awareness.
The event was open to everyone. During the entire day we had our one table and
could present our portfolio including NAP to end-consumers depending on their
interest.
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Profile of
attendees
Existing and potential new clients of Stiefvater.
General feedback The Event was very well received, and a constant flow of customers came in the
entire day.
Some customers had a very precise idea of what they wanted to do for their next
holidays whereas other did not have a plan yet and where open for suggestions.
Very well organized and busy event!
Cost Free of Cost for NAP.
o TUI B2B evening events
Date & Place 21.-22.01.2020 Saabrücken & Pforzheim
Nr of attendees 90
Profile of event The evenings started with a joint dinner and an introduction presentation where
each participating partner had 5 min to introduce the destination. St. Pete
Clearwater, Kentucky and Delta Airlines were the other participating USA partners.
The workshops which were the core part of the event and held on round tables to
small groups of 5-8 agents each, were held for 20 min each in 5 rounds.
Profile of
attendees
TUI managed the invitation process completely and invited the travel agents.
General feedback The events were a huge success, as the participating travel agents were highly
grateful for the comprehensive and interactive presentations. During the dinner and
in-between workshop rounds, we could network with the agents accordingly. The
agents were familiar with the Paradise Coast and about 40% has been to Florida
personally.
Cost 2.800 USD
o CMT Stuttgart
Date & Place 11.-19.01.2020 Stuttgart
Profile of event Consumer Show
Profile of
attendees
260.000 (2019: 265.000)
General feedback We have participated with brochure distribution at the Visit USA booth. The demand
for Florida was great. The fair was crowded most of the time, it was noticed that
many visitors approached to collect brochures for there already booked holiday and
rather rarely asked for inspiration.
Cost 1.309 € (also covered FREE Munich, Reisen Hamburg)
o USA Media Workshop
Date & Place 15.01.2020 Beatrice Theater, Utrecht
Nr of attendees 70
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Profile of event The workshop started off with a welcome speech by the organizers and then the
speed date sessions started off. We had our own dedicated NAP table and the
journalists approached the tables for 10 min workshops for 2 hours.
Profile of
attendees
Journalists and Media
General feedback The event was a great success and we have successfully spoken to 12
journalists/media and could also benefit from the networking opportunities. After
the event we had a follow up with the journalists.
Cost 1.149,50€
o Ferienmesse Vienna
Date & Place 14.-17.01.2020 Vienna
Profile of event 152.443 (2019: 155.322)
General feedback We participated with brochure distribution through Visit USA Austria. The feedback
was again very positive. Visit USA Austria reported many requests for Florida.
Cost 200 USD
o Consumer Show Vakanz
Date & Place 17.-19.01.2020 Luxemburg
Nr of attendees 30000
Profile of event Consumer Show
General feedback We have secured free of cost brochure distribution for NAP during the consumer
show Vakanz Luxembourg. The travel agency brand “we love to travel” distributed
them at their booth.
Cost No cost
o Vakantiebeurs 2020
Date & Place 15.-19.01.2020 Utrecht
Profile of event Consumer Show
Profile of
attendees
100.797 (2019: 103.300)
General feedback We participated with brochure distribution through Visit USA Netherlands who
organized a Florida booth next to their booth, shared with St. Pete, SeaWorld, the
Keys, Ft. Myers and Kissimmee. All in all, the feedback from Visit the USA was
fantastic; hence our brochures were well received.
Cost 1.108€
MARKETING
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o Facebook NAP
# posts: 7 #fans: 14.407
Please find down below the most successful posts in January:
#1 25.01.2020 Naples beach, reached 6.253 clients, 469 reactions and 347 likes
#2 30.01.2020 Everglades City, reached 1.737 clients, 109 reactions and 84 likes
o Expedia.de Campaign
Negotiated, secured and confirmed B2C online marketing campaign with Expedia. To build on the
previous campaigns this one will focus on the targeting from competitive destinations like Miami, Tampa,
Orlando and others to Naples/Marco to gain additional share from other Florida destinations. With this
campaign Expedia will not only use premium banner ads, but also video ads.
The campaign will run January - March, which is the time of high demand for bookings. During the
campaign, the media and sales performance will be tracked and reported.
o DiaMonde Newsletter Inclusion
We have included NAP in the DiaMonde newsletter “Storyletter”, sent out on January 30th, 2020 to 9,647
travel agents and travel industry contacts in Germany, Switzerland, Austria and Luxembourg. The
newsletter was opened 2,843 times and the opening rate was 24,9 % which is excellent. The NAP
newsletter inclusion was the benefits of Naples being a small coastal city in Florida. Please find screenshot
attached.
o Facebook ad
Our 4 weeks ad running in December through January was finalized in January. The ad generated 598
likes to the NAP Facebook fan page and reached 18.316 people. The ad targeted people in DACH with
high travel intentions and USA interest. Please find screenshot attached.
MEDIA / PR
o LuxusInsider
January was the second month of our 3-month campaign with LuxusInsider. A NAP newsletter inclusion
was sent out in 3 newsletters throughout January. Each newsletter was sent to 16,500 addresses. The
themes were the destination in general. Please find the screenshots attached.
CONSUMER
o Brochure fulfillment: 13 in total
HIGHLIGHTS IN FEBRUARY 2020
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o NAP Facebook ad, February 2020
o Radio interview with FTI in Munich, Sonnenklar TV, February 10, 2020
o Secret Escapes campaign, February 2020
o Newsletter ad campaign with LuxusInsider, February 2020
o Conference Call with TUI Netherlands, February 19, 2020
o Product Training at Explorer Fernreisen in Mannheim, February 20, 2020
o DM Breakfast Seminar with KUONI in Zurich, February 13, 2020
o DM Training at LCC Fyne Travel, February 6, 2020
o Brochure distribution during consumer show Reisen Hamburg, February 5-9, 2020
o Brochure distribution during consumer show Brussels Holiday Fair, February 5-9, 2020
o Brochure distribution during consumer show FREE Munich, February 14-17, 2020
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Powered by
Monthly Report
January 2020
Brazil
MARKET INFORMATION
Airlines will probably decrease rates in 2020
https://www.panrotas.com.br/mercado/economia-e-politica/2020/01/tarifas-aereas-devem-sofrer-queda-em-
2020-preve-mercado_170410.html
As the aviation sector is in a recover situation, airlines are increasing the number of flights. Azul, which expanded
its offer by 20% last year, should maintain this rate in 2020. Gol intends to keep up with demand and increase its
offer between 6% and 9% - a number similar to Latam. As a result, it is possible that ticket prices will be reduced.
Brazilians will travel more often in 2020
https://www.panrotas.com.br/mercado/pesquisas-e-estatisticas/2020/01/brasileiro-viajara-mais-em-
2020_170256.html
According to Capital Research analysis, Brazilians are expected to travel more in 2020. In addition to the six
holidays on Mondays or Fridays, such as Carnival, Corpus Christi, the expectation is to follow a recovery on the
market economy.
TRADE
Sales Calls / Meetings
Name Market Company Objective and Outcome Next steps
Vitor Santos
Vitor.santos@orinter.com
.br
BR
Orinter - TO
Rua Visconde do
Rio Branco, 1358
- 15º Andar, Conj:
1505
Centro -
Curitiba/PR - CEP:
80420-210
Phone +55 41
3069 3200
E-mail exchanges with Vitor Santos
regarding 5 pending events from a
Coop. Cities covered will be: São
Paulo, Campinas, Caxias do Sul,
Porto Alegre and Passo Fundo.
Dates
determined for
the 5 remaining
events of the
Coop. Production
of two flyers for
the event.
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Karina Moraes
karina@apporte.com BR
Apporte Turismo
e Eventos
Rua Jaci, 3019,
loja 1 - Redentora
- São José do Rio
Preto
Phone +55 (17)
32313820
Contact regarding a FAM of agency
owners from the countryside of
Sao Paulo to take place in
November/2020.
Send FAM form.
Adriana Campos
adriana.campos@primeto
ur.com.br
BR
Primetour – TO
Al. Joaquim
Eugênio de Lima,
424 – 8º. andar,
Jardim Paulista,
São Paulo – SP,
Brasil – CEP:
01403-001
Phone: + 55 11
3178 4759
E-mail exchanges to schedule in-
person meeting
Meeting needed
to be
rescheduled on
PrimeTour
request.
Awaiting on
Adriana’s
availability to
reschedule.
Solange Cappelari
solange@7mtur.com.br
BR
Sete Mares
Turismo
R. Dr. Renato
Paes de Barros,
750 - 16º andar -
Itaim Bibi, São
Paulo - SP, 04530-
001
Phone: (11) 3121-
2888
Meeting to present Paradise Coast
and learn about possible
partnerships
Resume contact
if we have a coop
proposal to be
done in
partnership
Marryer Queiroz
marryer.queiroz@ttwgrou
p.com
BR
Selections
Av. Europa, 367 -
Jardim Europa,
São Paulo - SP,
01449-001
Phone (11) 2196-
9392
Meeting to present Paradise Coast
and learn about possible
partnerships
Send further
information and
materials,
specially
marketing
material to be
posted to social
media. If
audience
engages with PC
content, then
Selections will
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consider further
actions/partners
hips.
Vilmara Souza
vilmara.souza@agaxtur.c
om.br
BR
Agaxtur
Avenida Europa,
Av. Europa, 884 -
Jardim Europa,
São Paulo - SP,
01449-000
Phone (11) 3067-
0900
Meeting to learn about Florida and
Paradise Coast Sales, possibility of
partnerships
Agaxtur sells a
lot of Florida
products but
only a few
including
Paradise Coast.
Showed interest
in a Coop for
2020.
Anna Domingues
passagemsp@itiban.com.
br
BR
Itiban Turismo
R. dos
Estudantes, 15 -
3º e 9º Andar -
Liberdade, São
Paulo - SP, 01505-
001
Phone (11) 3207-
4496
Meeting to present Paradise Coast
and learn about possible
partnerships
Primary focus of
the agency is
Japan. Not
interested in
implementing
Florida products
at the moment.
Marcos Thomaz
ndaturismo@terra.com.br
BR
NDA Turismo
R. Piauí, 237 -
Santo Antônio,
São Caetano do
Sul - SP, 09541-
150
Phone (11) 4229-
6961
Meeting to present Paradise Coast
and learn about possible
partnerships
Boutique agency.
Arranged a
meeting focusing
primarily in
Wedding
Destination and
honeymoon.
Send further
information and
then follow up.
Raquel Davanzo
raquel@davanzoviagens.c
om.br
BR
Davanzo Viagens
R. Espírito Santo,
315 - SALA 206 -
Santo Antônio,
São Caetano do
Sul - SP, 09541-
250
Phone (11) 4318-
5582
Meeting to present Paradise Coast
and learn about possible
partnerships
Did not have
prior knowledge
of Paradise Coast
but found it an
interesting
option for
honeymoon. Had
a client planning
a honeymoon
and intend to
offer PC. Send
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further
information and
follow up.
Tatiana Nadal
tnadal@sancatur.com.br
BR
Sancatur
Rua Baraldi, 986 -
Centro, São
Caetano do Sul,
SP
CEP: 09510-005
Phone (11) 4223-
5300
Meeting to present Paradise Coast
and learn about possible
partnerships
Did not have
prior knowledge
of Paradise Coast
but found it an
interesting
option for
honeymoon and
wedding
destination. Send
further
information and
follow up.
Thais Machado
thaismachado@visualturis
mo.com.br
BR
Visual Turismo
Rua das
Esmeraldas 395
Jardim - Santo
André / SP
Phone (11) 3235-
2000
Meeting to present Paradise Coast
and learn about possible
partnerships
Currently
focused in sales
of domestic
destinations and
all-inclusive
resorts. Showed
an interest in
partnering up for
a Coop in 2020
but luxury
branch is still
incipient.
Resume contact
when
international
luxury products
are better
developed.
Mariana Syllos
mariana@diversaturismo.
com.br
BR
Diversa Turismo
Praça Dom José
Gaspar, 134, 10
andar -
Consolação, São
Paulo - SP, 01047-
010
Phone (11) 5087-
3466
Meeting to present Paradise Coast
and learn about possible
partnerships
Diversa is
launching a
Luxury-focused
department.
Meeting
intended to
understand the
stages of this
new step and if it
was worthy to
partner up. Not
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recommended at
the moment.
Resume contact
once department
is better
developed.
Raquel Martins
eventos@frt.tur.br
BR
FRT Tour
R. Visc. do Rio
Branco, 1358 -
Loja 06 - Centro,
Curitiba - PR,
80420-210
Phone (41) 3232-
0101
Meeting to present Paradise Coast
and learn about possible
partnerships
Send further
information and
follow up.
BR
BR
Promotions (Joint Marketing Activities – JMA’s)
Tour
Operator
Name
Market Description – Coop Actions Launch/Start Status
Orinter BR There are 3 training events still to be
implemented with Orinter in other markets. Ongoing.
Spoke with Vitor and
the idea is to have
three events in Porto
Alegre, Passo Fundo
and Caxias do Sul, that
way we can cover
important southern
markets.
Dates: March 10-13 Next Steps
- Call with FRT Tur
- Print business cards
- Translation of LGBT guides
- Site inspection in Paradise Coast
- Determine in which cities of the Brand USA Roadshow PC will take part in
- Brand USA Mega Training Rio de Janeiro
- Assess participation of PC in the Visit Florida Roadshow
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Update KPIs of agents trained FY 19/20
KPIs (18/19 FY) Updated
Educated Travel Agents 3,500 annual
Training session Primetour (Feb 19) – 40
Brand USA Roadshow – 460
US Day by BWT date TBC – 320
Florida Day by Orinter – 200
Training session Ribeirão Preto by Ancoradouro – 60
Training Session Abreutur - 20
Training Session Blumenau by Orinter – 40 - DONE
Training Session Joinville by BWT – 35 - DONE
Sales Mission Orinter & BWT – 100
E-learning promotion mailing list with BWT - +5,000
Sales mission Curitiba – 50 – DONE
Training session with BWT – 150 – DONE
Orinter USA Day (Oct 10) – 240 – DONE
Training Session Casa do Agente/Diversa Turismo
(Dec 18) – 72 – DONE
Total so far 587 agents trained
PUBLIC RELATIONS
Media Meetings
Name Publication/Media Market Objective & Meeting Notes
Gui Cury e Deisi Remus We Fashion Trends –
Tudo para Homens BR Media meeting to discuss general
destination updates
Renata Sucena Viagem em Detalhes BR Media meeting and analysis for an
individual media visit later this semester
Mari Campos Freelancer BR Media meeting to discuss general
destination updates
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SOCIAL MEDIA
Zebra keeps producing content and managing Paradise Coast official account profile on Facebook and
Instagram. AVIAREPS oversee the projects and posts.
Facebook Paradise Coast
Facebook address is www.facebook.com/paradisecoastbr = 25,374 fans on the page.
Promoting Gastronomy
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Promoting tourism & relax in the destination
Promoting wedding destination
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Instagram Paradise Coast
Instagram address is https://www.instagram.com/paradisecoastbr/= 2,274 followers
Promoting fishing in the destination
Promoting wedding destination
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Promoting family travel
Prospect work for February
• At least 3 media meetings in Sao Paulo, besides pitches by e-mail and media calls
• Follow up on coverage for Individual Press Trip: Ases a Bordo
• Development of the individual media visit with Mari Vidigal, from Ideias na Mala
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02/24/2020
COLLIER COUNTY
Collier County Tourist Development Council
Item Number: 13.A
Item Summary: Next Meeting Date - March 23, 2020
Meeting Date: 02/24/2020
Prepared by:
Title: Tourist Development Tax Coordinator – Tourism
Name: Kelly Green
02/13/2020 7:48 AM
Submitted by:
Title: Division Director – Tourism
Name: Jack Wert
02/13/2020 7:48 AM
Approved By:
Review:
Tourism Kelly Green Tourism Division Completed 02/13/2020 7:48 AM
Tourist Development Council Jack Wert Meeting Pending 02/24/2020 9:00 AM
13.A
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